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| Criterion |  Product Strategy Impact Mapping |  Business Strategy Value Chain Analysis |  Decision Making OODA Loop |  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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | High | Medium | Medium |
Timedifferent | 45-90 min | Half day | 15-60 min je Zyklus | 90-180 min |
Participantsdifferent | 3-8 | 3-8 | 1-8 | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Value Chain Map, Lever List | Situation Assessment, Decision Loop, Action Updates | VRIO Table, Strategic Actions |
Tags1 shared | OutcomesStrategyBehaviorPlanning | StrategyBusiness modelDiagnosisAnalysis | DecisionChangeLearningStrategy | StrategyDiagnosisBusiness modelCapability |