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| Criterion |  Business Strategy VRIO Framework |  Delivery Value Stream Mapping |  Business Strategy Value Chain Analysis |  Engineering Kanban |
|---|---|---|---|---|
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 delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 90-180 min | 1-3 h | Half day | Ongoing |
Participantsdifferent | 3-6 | 4-10 | 3-8 | 2-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Current-state map, Future-state map, Bottleneck list | Value Chain Map, Lever List | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | LeanFlowWasteDelivery | StrategyBusiness modelDiagnosisAnalysis | FlowVisual managementDelivery |