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| Criterion |  Decision Making Three-Point Estimation |  Systems Thinking Leverage Points |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 | Medium | High | Medium | High |
Timedifferent | 10-30 min je Item | Half day | 90-180 min | Half day |
Participantsdifferent | 1-8 | 3-12 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Leverage Map, Action Strategy | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | EstimationUncertaintyForecasting | Systems thinkingChangeStrategy | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |