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| Criterion |  Decision Making Assumption Surfacing |  Decision Making Option Framing |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | 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 | Low | Medium | Medium | High |
Timedifferent | 45-90 min | 45-120 min | 90-180 min | Half day |
Participantsdifferent | 2-8 | 3-8 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | OptionsDecision framingStrategyComparison | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |