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| Criterion |  Decision Making OODA Loop |  Business Strategy SWOT Analysis |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | 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. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 15-60 min je Zyklus | 30-60 min | Half day | 90-180 min |
Participantsdifferent | 1-8 | 3-12 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | SWOT matrix, Strategic options, Action list | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tags1 shared | DecisionChangeLearningStrategy | StrategyAnalysisMarketPositioning | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |