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| Criterion |  Business Strategy Scenario Planning |  Engineering Hypothesis-Driven Troubleshooting |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | When systems fail unexpectedly, spontaneous attempts often produce more noise than insight. Hypothesis-driven Troubleshooting translates symptoms into testable assumptions and makes troubleshooting learnable. | 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 | High | Medium | Medium | High |
Timedifferent | 0.5-2 Tage | 30-240 min | 90-180 min | Half day |
Participantsdifferent | 4-12 | 1-6 | 3-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Hypothesis Log, Test Plan, Evidence Notes, Diagnosis Summary | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | StrategyUncertaintyPlanning | TroubleshootingProblem solvingDiagnosis | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |