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| Criterion |  Decision Making Radar |  Engineering Golden Path |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
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. | When teams need a reliable default path for frequent use, sprawl quickly emerges without any guiding logic. Golden Path bundles the preferred path so good practice becomes easy and deviation becomes deliberate. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-2 h | 1-3 Tage Setup, laufend | Half day | 90-180 min |
Participantsdifferent | 2-10 | 2-8 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Golden Path Guide, Templates, Quality Checks | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | AssessmentPortfolioCapability | EngineeringProductivityGovernance | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |