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| Criterion |  Decision Making Pre-Mortem |  Systems Thinking Evaporating Cloud |  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. | 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. | 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 | 60-120 min | 90-180 min | Half day |
Participantsdifferent | Small cross-functional group | 2-8 | 3-6 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | RiskDecisionFailurePlanning | Theory of ConstraintsAssumptionsSystems thinking | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |