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| Criterion |  Decision Making Assumption Surfacing |  Business Strategy PESTLE Analysis |  Business Strategy VRIO Framework |  Business Strategy SWOT 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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | 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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 45-90 min | 1-3 h | 90-180 min | 30-60 min |
Participantsdifferent | 2-8 | 2-10 | 3-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | PESTLE Map, External Risks, Strategic Questions | VRIO Table, Strategic Actions | SWOT matrix, Strategic options, Action list |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | StrategyMarketAnalysis | StrategyDiagnosisBusiness modelCapability | StrategyAnalysisMarketPositioning |