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| Criterion |  Business Strategy VRIO Framework |  Engineering Kanban |  Delivery Value Stream Mapping |  Product Strategy Lean 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. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 90-180 min | Ongoing | 1-3 h | 45-90 min |
Participantsdifferent | 3-6 | 2-12 | 4-10 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Kanban board, WIP policies, Flow metrics | Current-state map, Future-state map, Bottleneck list | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | FlowVisual managementDelivery | LeanFlowWasteDelivery | StartupLeanAssumptionsBusiness model |