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| Criterion |  Product Strategy Impact Mapping |  Architecture Risk Storming |  Business Strategy VRIO Framework |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 45-90 min | 60-90 min | 90-180 min | 45-60 min |
Participantsdifferent | 3-8 | 4-12 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Annotated Diagram, Prioritized Risk List, Action Backlog | VRIO Table, Strategic Actions | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | RiskArchitectureWorkshopValidation | StrategyDiagnosisBusiness modelCapability | AssumptionsRiskExperimentsValidation |