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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  Engineering Fault Isolation |  Business Strategy GAP 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. | In technical failures, the visible symptom often gets mixed up with the actual cause. Fault Isolation narrows the fault space and progressively reduces which part of the system is truly affected. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 90-180 min | Half day | 30-180 min | 1-3 h |
Participantsdifferent | 3-6 | 3-8 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Value Chain Map, Lever List | Fault Isolation Map, Test Log, Excluded Hypotheses, Narrowed Fault Area | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | TroubleshootingDiagnosisEngineering | StrategyAnalysisPlanning |