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| Criterion |  Decision Making Pre-Mortem |  Business Strategy VRIO Framework |  Decision Making DACI |  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. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | Medium | Low | High |
Timedifferent | 20–45 min | 90-180 min | 30-60 min | Half day |
Participantsdifferent | Small cross-functional group | 3-6 | 2-10 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | VRIO Table, Strategic Actions | DACI Matrix, Decision Owner, Decision Log | Value Chain Map, Lever List |
Tagsno overlap | RiskDecisionFailurePlanning | StrategyDiagnosisBusiness modelCapability | DecisionRolesGovernanceAlignment | StrategyBusiness modelDiagnosisAnalysis |