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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  Innovation TRIZ |  Innovation Contradiction 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 technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 90-180 min | Half day | 1-4 h | 60-120 min |
Participantsdifferent | 3-6 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Value Chain Map, Lever List | Contradiction Statement, Inventive Principles, Solution Concepts | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | InnovationProblem solvingContradictionsCreativity | ContradictionsInnovationProblem solving |