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| Criterion |  Product Strategy Impact Mapping |  Business Strategy VRIO Framework |  Product Strategy Lean Canvas |  Product Strategy DIBB |
|---|---|---|---|---|
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. | 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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 90-180 min | 45-90 min | 1-2 h |
Participantsdifferent | 3-8 | 3-6 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | VRIO Table, Strategic Actions | Lean Canvas, Core Assumptions, Experiment Backlog | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | StrategyDiagnosisBusiness modelCapability | StartupLeanAssumptionsBusiness model | StrategyDecisionAssumptionsHypothesis |