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| Criterion |  Decision Making OODA Loop |  Decision Making Assumption Surfacing |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | Low | Medium | High |
Timedifferent | 15-60 min je Zyklus | 45-90 min | 90-180 min | Half day |
Participantsdifferent | 1-8 | 2-8 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Assumption List, Critical Assumptions, Learning Plan | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | DecisionChangeLearningStrategy | AssumptionsRiskDecisionDiscovery | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |