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| Criterion |  Product Strategy Lean Canvas |  Decision Making Pre-Mortem |  Business Strategy VRIO Framework |  Product Strategy DIBB |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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 | Low | Medium | Low |
Timedifferent | 45-90 min | 20–45 min | 90-180 min | 1-2 h |
Participantsdifferent | 1-6 | Small cross-functional group | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Risk list, Mitigation plan, Assumption log | VRIO Table, Strategic Actions | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | StartupLeanAssumptionsBusiness model | RiskDecisionFailurePlanning | StrategyDiagnosisBusiness modelCapability | StrategyDecisionAssumptionsHypothesis |