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| Criterion |  Decision Making Risk Matrix |  Facilitation Dot Estimation |  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. | 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. | 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 | Low | Medium | High |
Timedifferent | 30-60 min | 5-20 min | 90-180 min | Half day |
Participantsdifferent | 3-10 | 3-20 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Effort Heatmap, Risk Signals, Discussion Targets | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | RiskDecisionPrioritizationAssessment | EstimationEffortRisk | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |