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| Criterion |  Decision Making Pre-Mortem |  Business Strategy Value Chain Analysis |  Business Strategy Scenario Planning |  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. | 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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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 | High | High | Medium |
Timedifferent | 20–45 min | Half day | 0.5-2 Tage | 90-180 min |
Participantsdifferent | Small cross-functional group | 3-8 | 4-12 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Value Chain Map, Lever List | Scenario Set, Strategic Implications, Robust Options | VRIO Table, Strategic Actions |
Tagsno overlap | RiskDecisionFailurePlanning | StrategyBusiness modelDiagnosisAnalysis | StrategyUncertaintyPlanning | StrategyDiagnosisBusiness modelCapability |