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| Criterion |  Product Strategy Impact Mapping |  Agile ROAM Board |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner 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. | 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. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 45-90 min | 20-40 min initial, dann laufend | 90-180 min | Half day |
Participantsdifferent | 3-8 | 3-15 | 3-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | ROAM Board, Owner List | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | RiskAgileTrackingAlignment | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |