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| Criterion |  Facilitation Timeline |  Decision Making Pre-Mortem |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | When a project, incident, or change process is only remembered in fragments, Timeline brings the sequence back into a readable form. It makes turning points, precursors, and after-effects recognizable over the course of time. | 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. | 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 | Low | Low | Medium | High |
Timedifferent | 30-90 min | 20–45 min | 90-180 min | Half day |
Participantsdifferent | 2-12 | Small cross-functional group | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Timeline, Milestones, Insight Notes | Risk list, Mitigation plan, Assumption log | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | TimelineFacilitationSequence | RiskDecisionFailurePlanning | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |