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| Criterion |  Decision Making Pre-Mortem |  Systems Thinking Evaporating Cloud |  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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 | Medium | Medium | Low |
Timedifferent | 20–45 min | 60-120 min | 90-180 min | 1-2 h |
Participantsdifferent | Small cross-functional group | 2-8 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | VRIO Table, Strategic Actions | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | RiskDecisionFailurePlanning | Theory of ConstraintsAssumptionsSystems thinking | StrategyDiagnosisBusiness modelCapability | StrategyDecisionAssumptionsHypothesis |