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| Criterion |  Decision Making Risk Matrix |  Business Strategy Blue Ocean Strategy Canvas |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | 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. | The Blue Ocean Strategy Canvas shows how an offering is positioned relative to the market. Differentiation thereby becomes tangible in value factors instead of merely being claimed. | 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 | Low | Medium | High | Medium |
Timedifferent | 30-60 min | 2-4 h | Half day | 90-180 min |
Participantsdifferent | 3-10 | 3-10 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Strategy Canvas, Value Curve, ERRC Actions | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | RiskDecisionPrioritizationAssessment | StrategyPositioningInnovationValue | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |