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| Criterion |  Business Strategy Value Chain Analysis |  Operations MORT Analysis |  Business Strategy VRIO Framework |  Operations Family Tree Analysis |
|---|---|---|---|---|
Purposedifferent | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | For a safety-relevant event or a system with high protection requirements, the method examines where controls failed. It exposes both technical and organizational gaps. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | For a series of incidents with a similar pattern, the method arranges individual events as branches of a common origin. It makes visible which conditions keep recurring. |
Complexitydifferent | High | High | Medium | Medium |
Timedifferent | Half day | Mehrere Tage bis Wochen | 90-180 min | 2-4 h |
Participantsdifferent | 3-8 | 2-6 | 3-6 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations | VRIO Table, Strategic Actions | Family Tree Diagram, Pattern Notes, Systemic Measures |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | Root causeSafetySystemicIncident | StrategyDiagnosisBusiness modelCapability | Root causePatternsIncidentSystemic |