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| Criterion |  Product Strategy Impact Mapping |  Business Strategy Value Chain Analysis |  Decision Making Pre-Mortem |  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 early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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 | Low | Medium |
Timedifferent | 45-90 min | Half day | 20–45 min | 90-180 min |
Participantsdifferent | 3-8 | 3-8 | Small cross-functional group | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Value Chain Map, Lever List | Risk list, Mitigation plan, Assumption log | VRIO Table, Strategic Actions |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | StrategyBusiness modelDiagnosisAnalysis | RiskDecisionFailurePlanning | StrategyDiagnosisBusiness modelCapability |