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| Criterion |  Product Strategy Impact Mapping |  Delivery RAID Log |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | 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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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. | 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 | Medium | Low | High | Medium |
Timedifferent | 45-90 min | 30 min Setup, dann laufend | Half day | 90-180 min |
Participantsdifferent | 3-8 | 1-3 maintaining, briefing for everyone | 3-8 | 3-6 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | RAID Log, Status Report Source | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | RiskTrackingStakeholdersGovernance | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |