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| Criterion |  Agile WSJF |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|
Purposedifferent | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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. |
Complexitydifferent | High | Medium | High |
Timedifferent | 45-90 min | 90-180 min | Half day |
Participantsdifferent | 3-10 | 3-6 | 3-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | LeanEconomicsSequencePrioritization | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
