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| Criterion |  Decision Making Pre-Mortem |  Decision Making Risk Matrix |  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 a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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 | Low | Medium |
Timedifferent | 20–45 min | 30-60 min | 90-180 min |
Participantsdifferent | Small cross-functional group | 3-10 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Risk Matrix, Top Risk List | VRIO Table, Strategic Actions |
Tagsno overlap | RiskDecisionFailurePlanning | RiskDecisionPrioritizationAssessment | StrategyDiagnosisBusiness modelCapability |
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