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| Criterion |  Product Strategy Impact Mapping |  Business Strategy VRIO Framework |  Decision Making Pre-Mortem |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | 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 Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-90 min | 90-180 min | 20–45 min | 1-2 h |
Participantsdifferent | 3-8 | 3-6 | Small cross-functional group | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | VRIO Table, Strategic Actions | Risk list, Mitigation plan, Assumption log | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | StrategyDiagnosisBusiness modelCapability | RiskDecisionFailurePlanning | Business modelStrategyValueInnovation |