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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  Operations Change 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. | 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | 90-180 min | Half day | 45-120 min |
Participantsdifferent | 3-6 | 3-8 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Value Chain Map, Lever List | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | ChangeRoot causeTroubleshootingComparison |
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