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| Criterion |  Business Strategy Value Chain Analysis |  Delivery Value Stream Mapping |  Business Strategy VRIO Framework |  Engineering Kanban |
|---|---|---|---|---|
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 delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 1-3 h | 90-180 min | Ongoing |
Participantsdifferent | 3-8 | 4-10 | 3-6 | 2-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Current-state map, Future-state map, Bottleneck list | VRIO Table, Strategic Actions | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | LeanFlowWasteDelivery | StrategyDiagnosisBusiness modelCapability | FlowVisual managementDelivery |