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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making OODA Loop |  Decision Making Pre-Mortem |  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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | Half day | 15-60 min je Zyklus | 20–45 min | 90-180 min |
Participantsdifferent | 3-8 | 1-8 | Small cross-functional group | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Situation Assessment, Decision Loop, Action Updates | Risk list, Mitigation plan, Assumption log | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | DecisionChangeLearningStrategy | RiskDecisionFailurePlanning | StrategyDiagnosisBusiness modelCapability |