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| Criterion |  Decision Making Pre-Mortem |  Business Strategy SWOT Analysis |  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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | 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 | Low | Medium | High |
Timedifferent | 20–45 min | 30-60 min | 90-180 min | Half day |
Participantsdifferent | Small cross-functional group | 3-12 | 3-6 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | SWOT matrix, Strategic options, Action list | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | RiskDecisionFailurePlanning | StrategyAnalysisMarketPositioning | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |