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| Criterion |  Decision Making Pre-Mortem |  Business Strategy VRIO Framework |  Business Strategy Blue Ocean Strategy Canvas |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | 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. | The Blue Ocean Strategy Canvas shows how an offering is positioned relative to the market. Differentiation thereby becomes tangible in value factors instead of merely being claimed. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 20–45 min | 90-180 min | 2-4 h | 45-90 min |
Participantsdifferent | Small cross-functional group | 3-6 | 3-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | VRIO Table, Strategic Actions | Strategy Canvas, Value Curve, ERRC Actions | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionFailurePlanning | StrategyDiagnosisBusiness modelCapability | StrategyPositioningInnovationValue | AssumptionsRiskDecisionDiscovery |