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| Criterion |  Decision Making Risk Matrix |  Business Strategy Value Chain Analysis |  Decision Making Assumption Surfacing |  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. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | High | Low | Medium |
Timedifferent | 30-60 min | Half day | 45-90 min | 90-180 min |
Participantsdifferent | 3-10 | 3-8 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Value Chain Map, Lever List | Assumption List, Critical Assumptions, Learning Plan | VRIO Table, Strategic Actions |
Tagsno overlap | RiskDecisionPrioritizationAssessment | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskDecisionDiscovery | StrategyDiagnosisBusiness modelCapability |