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| Criterion |  Decision Making Three-Point Estimation |  Business Strategy GAP Analysis |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | 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 | Medium | Medium | High | Medium |
Timedifferent | 10-30 min je Item | 1-3 h | Half day | 90-180 min |
Participantsdifferent | 1-8 | 2-8 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Gap Matrix, Action Plan, Risk Notes | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | EstimationUncertaintyForecasting | StrategyAnalysisPlanning | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |