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| Criterion |  Decision Making PERT Estimation |  Business Strategy VRIO Framework |  Product Strategy Impact Mapping |  Business Strategy Scenario Planning |
|---|---|---|---|---|
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. | 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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 15-45 min | 90-180 min | 45-90 min | 0.5-2 Tage |
Participantsdifferent | 1-8 | 3-6 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | VRIO Table, Strategic Actions | Impact Map, Outcome Hypotheses, Delivery Options | Scenario Set, Strategic Implications, Robust Options |
Tagsno overlap | EstimationUncertaintyRisk | StrategyDiagnosisBusiness modelCapability | OutcomesStrategyBehaviorPlanning | StrategyUncertaintyPlanning |