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| Criterion |  Business Strategy VRIO Framework |  Product Strategy KPI Tree |  Engineering Goal Question Metric |  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 metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | Helps clarify technical problems, hypotheses, and next steps in concrete terms. It breaks a technical problem into testable parts. The result is captured as a GQM table and metric briefs. | 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 | 90-180 min initial, dann laufend | 90-180 min | Half day |
Participantsdifferent | 3-6 | 3-8 | 3-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | KPI Tree, Owner List | GQM Table, Metric Profiles | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | MetricsStrategyAlignmentMeasurement | MetricsMeasurementEngineeringAlignment | StrategyBusiness modelDiagnosisAnalysis |