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| Criterion |  Business Strategy Scenario Planning |  Business Strategy VRIO Framework |  Decision Making Pre-Mortem |
|---|---|---|---|
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. | 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 early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | High | Medium | Low |
Timedifferent | 0.5-2 Tage | 90-180 min | 20–45 min |
Participantsdifferent | 4-12 | 3-6 | Small cross-functional group |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | VRIO Table, Strategic Actions | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | StrategyUncertaintyPlanning | StrategyDiagnosisBusiness modelCapability | RiskDecisionFailurePlanning |
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