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| Criterion |  Business Strategy VRIO Framework |  Operations Failure Mode and Effects Analysis |  Systems Thinking Intervention Mapping |  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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 | High | High | High |
Timedifferent | 90-180 min | 2-6 h | 1-5 Tage | Half day |
Participantsdifferent | 3-6 | 3-10 | 4-12 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | FMEA Table, Risk Priority, Mitigation Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | RiskQualityOperationsRoot cause | ChangeSystems thinkingCapability | StrategyBusiness modelDiagnosisAnalysis |