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| Criterion |  Knowledge Modeling IBIS |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  Decision Making Delphi Method |
|---|---|---|---|---|
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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 1-3 h | 90-180 min | Half day | 1-4 Wochen |
Participantsdifferent | 2-8 | 3-6 | 3-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Issue Map, Positions, Argument Notes | VRIO Table, Strategic Actions | Value Chain Map, Lever List | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | RationaleKnowledgeDecision | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | ForecastingExpertsDecisionStrategy |