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| Criterion |  Facilitation Dot Estimation |  Systems Thinking Future Reality Tree |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. | 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. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 5-20 min | 2-4 h | Half day | 90-180 min |
Participantsdifferent | 3-20 | 3-8 | 3-8 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Effort Heatmap, Risk Signals, Discussion Targets | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | EstimationEffortRisk | Theory of ConstraintsSystems thinkingChange | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |