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| Criterion |  Knowledge Modeling Knowledge Mapping |  Decision Making Three-Point Estimation |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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 | Medium | Medium | High |
Timedifferent | 1-3 h | 10-30 min je Item | 90-180 min | Half day |
Participantsdifferent | 3-12 | 1-8 | 3-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Three-Point Estimate, Risk Range, Assumption Notes | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | KnowledgeMappingRisk | EstimationUncertaintyForecasting | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |