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| Criterion |  Decision Making Three-Point Estimation |  Business Strategy GAP Analysis |  Business Strategy VRIO Framework |  Business Strategy Scenario Planning |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 10-30 min je Item | 1-3 h | 90-180 min | 0.5-2 Tage |
Participantsdifferent | 1-8 | 2-8 | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Gap Matrix, Action Plan, Risk Notes | VRIO Table, Strategic Actions | Scenario Set, Strategic Implications, Robust Options |
Tagsno overlap | EstimationUncertaintyForecasting | StrategyAnalysisPlanning | StrategyDiagnosisBusiness modelCapability | StrategyUncertaintyPlanning |