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| Criterion |  Decision Making Risk Matrix |  Business Strategy VRIO Framework |  Decision Making OODA Loop |  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 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | 90-180 min | 15-60 min je Zyklus | Half day |
Participantsdifferent | 3-10 | 3-6 | 1-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | VRIO Table, Strategic Actions | Situation Assessment, Decision Loop, Action Updates | Value Chain Map, Lever List |
Tagsno overlap | RiskDecisionPrioritizationAssessment | StrategyDiagnosisBusiness modelCapability | DecisionChangeLearningStrategy | StrategyBusiness modelDiagnosisAnalysis |