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| Criterion |  Business Strategy Value Chain Analysis |  Product Discovery Assumption Mapping |  Architecture Risk Storming |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | Helps clarify architecture context, options, and consequences in concrete terms. It organizes technical context, alternatives, and consequences. The result is captured as an Annotated Diagram, a Prioritized Risk List, and an Action Backlog. | 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 | High | Medium | Low | Medium |
Timedifferent | Half day | 45-60 min | 60-90 min | 90-180 min |
Participantsdifferent | 3-8 | 2-8 | 4-12 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Assumption map, Test backlog, Risk ranking | Annotated Diagram, Prioritized Risk List, Action Backlog | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskExperimentsValidation | RiskArchitectureWorkshopValidation | StrategyDiagnosisBusiness modelCapability |