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| Criterion |  Decision Making Pre-Mortem |  Business Strategy Business Model Stress Test |  Business Strategy Scenario Planning |  Business Strategy VRIO Framework |
|---|---|---|---|---|
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. | 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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 20–45 min | Half day | 0.5-2 Tage | 90-180 min |
Participantsdifferent | Small cross-functional group | 3-8 | 4-12 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Stress Test Report, Action Plan per Scenario | Scenario Set, Strategic Implications, Robust Options | VRIO Table, Strategic Actions |
Tagsno overlap | RiskDecisionFailurePlanning | StrategyBusiness modelRiskDiagnosis | StrategyUncertaintyPlanning | StrategyDiagnosisBusiness modelCapability |