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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  Operations MORT Analysis |  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. | 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 safety-relevant event or a system with high protection requirements, the method examines where controls failed. It exposes both technical and organizational gaps. | 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 | Medium | High | Medium |
Timedifferent | Half day | 90-180 min | Mehrere Tage bis Wochen | 2-4 h |
Participantsdifferent | 3-8 | 3-6 | 2-6 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | VRIO Table, Strategic Actions | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations | Family Tree Diagram, Pattern Notes, Systemic Measures |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | Root causeSafetySystemicIncident | Root causePatternsIncidentSystemic |