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| Criterion |  Decision Making Pre-Mortem |  Innovation Lean Startup |  Business Strategy VRIO Framework |  Product Strategy Lean Canvas |
|---|---|---|---|---|
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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 20–45 min | Wochen bis Monate je Lernzyklus | 90-180 min | 45-90 min |
Participantsdifferent | Small cross-functional group | 2-8 | 3-6 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | VRIO Table, Strategic Actions | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | RiskDecisionFailurePlanning | LeanStartupValidationMVP | StrategyDiagnosisBusiness modelCapability | StartupLeanAssumptionsBusiness model |