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| Criterion |  Business Strategy VRIO Framework |  Operations Family Tree Analysis |  Business Strategy Value Chain Analysis |  Operations Barrier 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 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. | 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 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 | Medium | Medium | High | Medium |
Timedifferent | 90-180 min | 2-4 h | Half day | 2-4 h |
Participantsdifferent | 3-6 | 2-6 | 3-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Family Tree Diagram, Pattern Notes, Systemic Measures | Value Chain Map, Lever List | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | Root causePatternsIncidentSystemic | StrategyBusiness modelDiagnosisAnalysis | Root causeSafetyIncident |