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| Criterion |  Business Strategy VRIO Framework |  Engineering Kanban |  Business Strategy Value Chain Analysis |  Delivery Monte Carlo Forecasting |
|---|---|---|---|---|
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. | 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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 90-180 min | Ongoing | Half day | 30-90 min Setup, danach laufend |
Participantsdifferent | 3-6 | 2-12 | 3-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Kanban board, WIP policies, Flow metrics | Value Chain Map, Lever List | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | FlowVisual managementDelivery | StrategyBusiness modelDiagnosisAnalysis | ForecastingFlowDelivery |