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| Criterion |  Business Strategy GAP Analysis |  Decision Making Assumption Surfacing |  Business Strategy VRIO Framework |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | 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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 45-90 min | 90-180 min | 20–45 min |
Participantsdifferent | 2-8 | 2-8 | 3-6 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Assumption List, Critical Assumptions, Learning Plan | VRIO Table, Strategic Actions | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | StrategyAnalysisPlanning | AssumptionsRiskDecisionDiscovery | StrategyDiagnosisBusiness modelCapability | RiskDecisionFailurePlanning |