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| Criterion |  Decision Making Pre-Mortem |  Domain Modeling Context Map |  Business Strategy Value Chain Analysis |  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. | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | 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. | 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 | Medium | High | Medium |
Timedifferent | 20–45 min | 1-3 h | Half day | 90-180 min |
Participantsdifferent | Small cross-functional group | 2-8 | 3-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Context Map, Integration Patterns, Boundary Notes | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | RiskDecisionFailurePlanning | Domain-Driven DesignBoundariesStrategy | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |