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| Criterion |  Decision Making PERT Estimation |  Business Strategy VRIO Framework |  Systems Thinking Leverage Points |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 15-45 min | 90-180 min | Half day | 1-2 h |
Participantsdifferent | 1-8 | 3-6 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | VRIO Table, Strategic Actions | Leverage Map, Action Strategy | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | EstimationUncertaintyRisk | StrategyDiagnosisBusiness modelCapability | Systems thinkingChangeStrategy | Business modelStrategyValueInnovation |