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| Criterion |  Delivery Monte Carlo Forecasting |  Product Strategy DIBB |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. | 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. | 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 | High | Low | Medium | High |
Timedifferent | 30-90 min Setup, danach laufend | 1-2 h | 90-180 min | Half day |
Participantsdifferent | 1-8 | 2-8 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Forecast Percentiles, Throughput Dataset, Risk Communication | DIBB document, Belief list, Bet list, Learning report | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | ForecastingFlowDelivery | StrategyDecisionAssumptionsHypothesis | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |