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| Criterion |  Decision Making Risk Matrix |  Facilitation Dot Estimation |  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. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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 | Low | High | Medium |
Timedifferent | 30-60 min | 5-20 min | Half day | 90-180 min |
Participantsdifferent | 3-10 | 3-20 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Effort Heatmap, Risk Signals, Discussion Targets | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | RiskDecisionPrioritizationAssessment | EstimationEffortRisk | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |