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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  Operations Causal Factor Analysis |  Operations Barrier 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. | 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 an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | Half day | 90-180 min | 2-6 h | 2-4 h |
Participantsdifferent | 3-8 | 3-6 | 3-10 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | VRIO Table, Strategic Actions | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | CausalityIncidentRoot causeTimeline | Root causeSafetyIncident |