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| Criterion |  Business Strategy VRIO Framework |  Engineering Fault Isolation |  Decision Making Force Field Analysis |  Business Strategy Value Chain 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. | In technical failures, the visible symptom often gets mixed up with the actual cause. Fault Isolation narrows the fault space and progressively reduces which part of the system is truly affected. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | Medium | Medium | Low | High |
Timedifferent | 90-180 min | 30-180 min | 45-90 min | Half day |
Participantsdifferent | 3-6 | 1-6 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Fault Isolation Map, Test Log, Excluded Hypotheses, Narrowed Fault Area | Force Field Map, Change Levers, Risk Notes | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | TroubleshootingDiagnosisEngineering | ChangeDecisionStrategy | StrategyBusiness modelDiagnosisAnalysis |