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| Criterion |  Decision Making Risk Matrix |  Business Strategy Business Model Canvas |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 30-60 min | 1-2 h | 90-180 min | Half day |
Participantsdifferent | 3-10 | 2-8 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Business Model Canvas, Assumption List, Business Hypotheses | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | RiskDecisionPrioritizationAssessment | Business modelStrategyValueInnovation | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |