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| Criterion |  Decision Making Pre-Mortem |  Business Strategy VRIO Framework |  Business Strategy Scenario Planning |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | 20–45 min | 90-180 min | 0.5-2 Tage | Half day |
Participantsdifferent | Small cross-functional group | 3-6 | 4-12 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | VRIO Table, Strategic Actions | Scenario Set, Strategic Implications, Robust Options | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | RiskDecisionFailurePlanning | StrategyDiagnosisBusiness modelCapability | StrategyUncertaintyPlanning | StrategyBusiness modelRiskDiagnosis |