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| Criterion |  Decision Making Pre-Mortem |  Product Strategy Impact Mapping |  Business Strategy VRIO Framework |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 20–45 min | 45-90 min | 90-180 min | 45-90 min |
Participantsdifferent | Small cross-functional group | 3-8 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Impact Map, Outcome Hypotheses, Delivery Options | VRIO Table, Strategic Actions | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionFailurePlanning | OutcomesStrategyBehaviorPlanning | StrategyDiagnosisBusiness modelCapability | AssumptionsRiskDecisionDiscovery |