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| Criterion |  Decision Making OODA Loop |  Delivery RAID Log |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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 | 30 min Setup, dann laufend | 90-180 min | Half day |
Participantsdifferent | 1-8 | 1-3 maintaining, briefing for everyone | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | RAID Log, Status Report Source | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | DecisionChangeLearningStrategy | RiskTrackingStakeholdersGovernance | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |