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| Criterion |  Decision Making Radar |  Product Strategy Lean Canvas |  Business Strategy Business Model Canvas |  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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h | 45-90 min | 1-2 h | 90-180 min |
Participantsdifferent | 2-10 | 1-6 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Lean Canvas, Core Assumptions, Experiment Backlog | Business Model Canvas, Assumption List, Business Hypotheses | VRIO Table, Strategic Actions |
Tagsno overlap | AssessmentPortfolioCapability | StartupLeanAssumptionsBusiness model | Business modelStrategyValueInnovation | StrategyDiagnosisBusiness modelCapability |