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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making Pre-Mortem |  Business Strategy GAP Analysis |  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 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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 | Low | Medium | Medium |
Timedifferent | Half day | 20–45 min | 1-3 h | 90-180 min |
Participantsdifferent | 3-8 | Small cross-functional group | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Risk list, Mitigation plan, Assumption log | Gap Matrix, Action Plan, Risk Notes | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | RiskDecisionFailurePlanning | StrategyAnalysisPlanning | StrategyDiagnosisBusiness modelCapability |