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| Criterion |  Decision Making PERT Estimation |  Decision Making Pre-Mortem |  Business Strategy Business Model Stress Test |  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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | 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 | 15-45 min | 20–45 min | Half day | 90-180 min |
Participantsdifferent | 1-8 | Small cross-functional group | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Risk list, Mitigation plan, Assumption log | Stress Test Report, Action Plan per Scenario | VRIO Table, Strategic Actions |
Tagsno overlap | EstimationUncertaintyRisk | RiskDecisionFailurePlanning | StrategyBusiness modelRiskDiagnosis | StrategyDiagnosisBusiness modelCapability |