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| Criterion |  Decision Making Decision Rights Mapping |  Business Strategy VRIO Framework |  Business Strategy Business Model Stress Test |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 90-180 min | 90-180 min | Half day | 45-90 min |
Participantsdifferent | 4-12 | 3-6 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | VRIO Table, Strategic Actions | Stress Test Report, Action Plan per Scenario | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelRiskDiagnosis | AssumptionsRiskDecisionDiscovery |