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| Criterion |  Knowledge Modeling IBIS |  Business Strategy VRIO Framework |  Decision Making Argument Mapping |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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 | 1-3 h | 90-180 min | 1-3 h | Half day |
Participantsdifferent | 2-8 | 3-6 | 1-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Issue Map, Positions, Argument Notes | VRIO Table, Strategic Actions | Argument Map, Evidence Gaps, Decision Rationale | Value Chain Map, Lever List |
Tagsno overlap | RationaleKnowledgeDecision | StrategyDiagnosisBusiness modelCapability | SensemakingDecisionRationale | StrategyBusiness modelDiagnosisAnalysis |