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| Criterion |  Business Strategy Scenario Planning |  Decision Making PERT Estimation |  Business Strategy VRIO Framework |  Facilitation Dot Estimation |
|---|---|---|---|---|
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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. | 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. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 0.5-2 Tage | 15-45 min | 90-180 min | 5-20 min |
Participantsdifferent | 4-12 | 1-8 | 3-6 | 3-20 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | PERT Estimate, Expected Value, Risk Notes | VRIO Table, Strategic Actions | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | StrategyUncertaintyPlanning | EstimationUncertaintyRisk | StrategyDiagnosisBusiness modelCapability | EstimationEffortRisk |