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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  Operations MORT Analysis |  Operations 5 Whys |
|---|---|---|---|---|
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 safety-relevant event or a system with high protection requirements, the method examines where controls failed. It exposes both technical and organizational gaps. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | High | High | Low |
Timedifferent | 90-180 min | Half day | Mehrere Tage bis Wochen | 15-30 min |
Participantsdifferent | 3-6 | 3-8 | 2-6 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Value Chain Map, Lever List | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations | Root cause notes, Countermeasures |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | Root causeSafetySystemicIncident | Root causeIncidentLeanProblem solving |