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| Criterion |  Decision Making Three-Point Estimation |  Business Strategy Value Chain Analysis |  Systems Thinking Leverage Points |  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. | 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. | 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. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 10-30 min je Item | Half day | Half day | 90-180 min |
Participantsdifferent | 1-8 | 3-8 | 3-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Value Chain Map, Lever List | Leverage Map, Action Strategy | VRIO Table, Strategic Actions |
Tagsno overlap | EstimationUncertaintyForecasting | StrategyBusiness modelDiagnosisAnalysis | Systems thinkingChangeStrategy | StrategyDiagnosisBusiness modelCapability |