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| Criterion |  Product Discovery Dual-Track Agile |  Business Strategy Three Horizons |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | When uncertainty and delivery run in parallel, it separates learning work from implementation while keeping both connected. It prevents unvalidated ideas from falling directly into the delivery stream. | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. | 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 | Medium | Medium | Medium | High |
Timedifferent | Laufend, Wochen bis Monate | Halbtags-Workshop, dann iterativ | 90-180 min | Half day |
Participantsdifferent | 4-10 | 3-12 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Discovery Backlog, Delivery Backlog, Experiment-Ergebnisse, Validierte Stories | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | AgileDiscoveryDelivery | StrategyInnovationPortfolioForesight | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |