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| Criterion |  Business Strategy VRIO Framework |  Operations A3 Problem Solving |  Business Strategy Value Chain Analysis |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | 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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 90-180 min | 45-90 min | Half day | 15-30 min |
Participantsdifferent | 3-6 | 2-5 | 3-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | A3 Report, Action Plan, Root Cause Analysis | Value Chain Map, Lever List | Root cause notes, Countermeasures |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | LeanProblem solvingCoachingOperations | StrategyBusiness modelDiagnosisAnalysis | Root causeIncidentLeanProblem solving |