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| Criterion |  Knowledge Modeling PARA Method |  Business Strategy VRIO Framework |  Business Strategy Balanced Scorecard |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | The PARA Method organizes knowledge into Projects, Areas, Resources, and Archives. It creates order when digital notes, files, and tasks no longer cleanly fit current work. | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 | Medium | High | High |
Timedifferent | 1-3 h Setup, laufend | 90-180 min | Halber Tag bis mehrere Wochen | Half day |
Participantsdifferent | 1 | 3-6 | 4-12 | 3-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | VRIO Table, Strategic Actions | Balanced Scorecard, Strategic Measures, Initiative Map | Value Chain Map, Lever List |
Tagsno overlap | KnowledgeProductivityOrganization | StrategyDiagnosisBusiness modelCapability | StrategyMetricsExecution | StrategyBusiness modelDiagnosisAnalysis |