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| Criterion |  Decision Making Risk Matrix |  Business Strategy Business Model 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 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. | 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 | 1-2 h | Half day | 90-180 min |
Participantsdifferent | 3-10 | 2-8 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Business Model Canvas, Assumption List, Business Hypotheses | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | RiskDecisionPrioritizationAssessment | Business modelStrategyValueInnovation | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |