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| Criterion |  Business Strategy VRIO Framework |  Engineering Kanban |  Business Strategy Business Model Canvas |  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. | 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. | 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 | Medium | High |
Timedifferent | 90-180 min | Ongoing | 1-2 h | Half day |
Participantsdifferent | 3-6 | 2-12 | 2-8 | 3-8 |
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 | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | FlowVisual managementDelivery | Business modelStrategyValueInnovation | StrategyBusiness modelDiagnosisAnalysis |