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| Criterion |  Decision Making PERT Estimation |  Business Strategy VRIO Framework |  Decision Making Pre-Mortem |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 15-45 min | 90-180 min | 20–45 min | Half day |
Participantsdifferent | 1-8 | 3-6 | Small cross-functional group | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | VRIO Table, Strategic Actions | Risk list, Mitigation plan, Assumption log | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | EstimationUncertaintyRisk | StrategyDiagnosisBusiness modelCapability | RiskDecisionFailurePlanning | StrategyBusiness modelRiskDiagnosis |