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| Criterion |  Business Strategy VRIO Framework |  Operations Change Analysis |  Operations 5 Whys |  Operations Root Cause Analysis |
|---|---|---|---|---|
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 deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 90-180 min | 45-120 min | 15-30 min | 1-4 h |
Participantsdifferent | 3-6 | 2-6 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Root cause notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | ChangeRoot causeTroubleshootingComparison | Root causeIncidentLeanProblem solving | Root causeProblem solvingQualityIncident |