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| Criterion |  Decision Making Pre-Mortem |  Decision Making Assumption Surfacing |  Business Strategy VRIO Framework |  Product Strategy DIBB |
|---|---|---|---|---|
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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 20–45 min | 45-90 min | 90-180 min | 1-2 h |
Participantsdifferent | Small cross-functional group | 2-8 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Assumption List, Critical Assumptions, Learning Plan | VRIO Table, Strategic Actions | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | RiskDecisionFailurePlanning | AssumptionsRiskDecisionDiscovery | StrategyDiagnosisBusiness modelCapability | StrategyDecisionAssumptionsHypothesis |