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| Criterion |  Operations ABC Analysis |  Decision Making Assumption Surfacing |  Business Strategy VRIO Framework |  Decision Making Risk Matrix |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-60 min | 45-90 min | 90-180 min | 30-60 min |
Participantsdifferent | 1-5 | 2-8 | 3-6 | 3-10 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Assumption List, Critical Assumptions, Learning Plan | VRIO Table, Strategic Actions | Risk Matrix, Top Risk List |
Tagsno overlap | PrioritizationOperationsPortfolio | AssumptionsRiskDecisionDiscovery | StrategyDiagnosisBusiness modelCapability | RiskDecisionPrioritizationAssessment |