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| Criterion |  Decision Making PERT Estimation |  Business Strategy PESTLE Analysis |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | 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 | Medium | High | Medium |
Timedifferent | 15-45 min | 1-3 h | Half day | 90-180 min |
Participantsdifferent | 1-8 | 2-10 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | PESTLE Map, External Risks, Strategic Questions | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | EstimationUncertaintyRisk | StrategyMarketAnalysis | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |