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| Criterion |  Business Strategy VRIO Framework |  Engineering Kanban |  Business Strategy Business Model Canvas |  Business Strategy Blue Ocean Strategy Canvas |
|---|---|---|---|---|
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. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | The Blue Ocean Strategy Canvas shows how an offering is positioned relative to the market. Differentiation thereby becomes tangible in value factors instead of merely being claimed. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 90-180 min | Ongoing | 1-2 h | 2-4 h |
Participantsdifferent | 3-6 | 2-12 | 2-8 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Kanban board, WIP policies, Flow metrics | Business Model Canvas, Assumption List, Business Hypotheses | Strategy Canvas, Value Curve, ERRC Actions |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | FlowVisual managementDelivery | Business modelStrategyValueInnovation | StrategyPositioningInnovationValue |