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| Criterion |  Decision Making Radar |  Decision Making Assumption Surfacing |  Business Strategy VRIO Framework |  Decision Making Risk Matrix |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | 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. | 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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-2 h | 45-90 min | 90-180 min | 30-60 min |
Participantsdifferent | 2-10 | 2-8 | 3-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Assumption List, Critical Assumptions, Learning Plan | VRIO Table, Strategic Actions | Risk Matrix, Top Risk List |
Tagsno overlap | AssessmentPortfolioCapability | AssumptionsRiskDecisionDiscovery | StrategyDiagnosisBusiness modelCapability | RiskDecisionPrioritizationAssessment |