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| Criterion |  Knowledge Modeling IBIS |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  Decision Making Argument Mapping |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | 90-180 min | Half day | 1-3 h |
Participantsdifferent | 2-8 | 3-6 | 3-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | VRIO Table, Strategic Actions | Value Chain Map, Lever List | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | RationaleKnowledgeDecision | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | SensemakingDecisionRationale |