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| Criterion |  Operations Visual Management |  Decision Making PERT Estimation |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | Ongoing | 15-45 min | 90-180 min | Half day |
Participantsdifferent | 1-20 | 1-8 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | PERT Estimate, Expected Value, Risk Notes | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | SignalsOperationsVisual management | EstimationUncertaintyRisk | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |