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| Criterion |  Product Strategy Impact Mapping |  Architecture Risk Storming |  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 architecture context, options, and consequences in concrete terms. It organizes technical context, alternatives, and consequences. The result is captured as an Annotated Diagram, a Prioritized Risk List, and an Action Backlog. | 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 | 60-90 min | Half day | 90-180 min |
Participantsdifferent | 3-8 | 4-12 | 3-8 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Annotated Diagram, Prioritized Risk List, Action Backlog | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | RiskArchitectureWorkshopValidation | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |