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| Criterion |  Decision Making Pre-Mortem |  Growth A/B Testing |  Business Strategy VRIO Framework |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 20–45 min | 1-4 Wochen | 90-180 min | 45-60 min |
Participantsdifferent | Small cross-functional group | 1-6 | 3-6 | 2-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Experiment results, Decision log, Learning summary | VRIO Table, Strategic Actions | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | RiskDecisionFailurePlanning | ExperimentsGrowthAnalyticsValidation | StrategyDiagnosisBusiness modelCapability | AssumptionsRiskExperimentsValidation |