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| Criterion |  Decision Making Pre-Mortem |  Business Strategy VRIO Framework |  Business Strategy Scenario Planning |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | 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 Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 20–45 min | 90-180 min | 0.5-2 Tage | 1-2 h |
Participantsdifferent | Small cross-functional group | 3-6 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | VRIO Table, Strategic Actions | Scenario Set, Strategic Implications, Robust Options | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | RiskDecisionFailurePlanning | StrategyDiagnosisBusiness modelCapability | StrategyUncertaintyPlanning | Business modelStrategyValueInnovation |