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| Criterion |  Agile Ideal Days |  Product Strategy Impact Mapping |  Business Strategy Business Model Stress Test |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | 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. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 15-60 min | 45-90 min | Half day | 90-180 min |
Participantsdifferent | 2-9 | 3-8 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Impact Map, Outcome Hypotheses, Delivery Options | Stress Test Report, Action Plan per Scenario | VRIO Table, Strategic Actions |
Tagsno overlap | EstimationEffortAgile | OutcomesStrategyBehaviorPlanning | StrategyBusiness modelRiskDiagnosis | StrategyDiagnosisBusiness modelCapability |