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| Criterion |  Business Strategy Value Chain Analysis |  Operations Root Cause Analysis |  Operations Change 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. |
Complexitydifferent | High | Medium | Medium |
Timedifferent | Half day | 1-4 h | 45-120 min |
Participantsdifferent | 3-8 | 3-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | Root causeProblem solvingQualityIncident | ChangeRoot causeTroubleshootingComparison |
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