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| Criterion |  Decision Making Pre-Mortem |  Decision Making Decision Matrix |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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 options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. | 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 | Low | Medium | Medium | High |
Timedifferent | 20–45 min | 45-90 min | 90-180 min | Half day |
Participantsdifferent | Small cross-functional group | 2-8 | 3-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Decision Matrix, Scoring Rationale, Selected Option | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | RiskDecisionFailurePlanning | DecisionCriteriaScoringTradeoffs | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |