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| Criterion |  Knowledge Modeling Concept Mapping |  Business Strategy VRIO Framework |  Business Strategy Balanced Scorecard |  Product Strategy Counter Metrics |
|---|---|---|---|---|
Purposedifferent | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-2 h | 90-180 min | Halber Tag bis mehrere Wochen | 30-60 min |
Participantsdifferent | 1-8 | 3-6 | 4-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | VRIO Table, Strategic Actions | Balanced Scorecard, Strategic Measures, Initiative Map | Counter Metric List, Guardrail Definitions |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | StrategyDiagnosisBusiness modelCapability | StrategyMetricsExecution | MetricsMeasurementStrategyExperiments |