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| Criterion |  Decision Making PERT Estimation |  Business Strategy VRIO Framework |  Systems Thinking VUCA Scan |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 15-45 min | 90-180 min | 30-90 min | Half day |
Participantsdifferent | 1-8 | 3-6 | 1-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | VRIO Table, Strategic Actions | VUCA Map, Response Options, Signal and Learning Plan | Value Chain Map, Lever List |
Tagsno overlap | EstimationUncertaintyRisk | StrategyDiagnosisBusiness modelCapability | SensemakingUncertaintyComplexityStrategyForesight | StrategyBusiness modelDiagnosisAnalysis |