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| Criterion |  Decision Making Pre-Mortem |  Product Strategy Lean Canvas |  Business Strategy Business Model Stress Test |  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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | 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 | 45-90 min | Half day | 90-180 min |
Participantsdifferent | Small cross-functional group | 1-6 | 3-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Lean Canvas, Core Assumptions, Experiment Backlog | Stress Test Report, Action Plan per Scenario | VRIO Table, Strategic Actions |
Tagsno overlap | RiskDecisionFailurePlanning | StartupLeanAssumptionsBusiness model | StrategyBusiness modelRiskDiagnosis | StrategyDiagnosisBusiness modelCapability |