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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making Red Teaming |  Business Strategy VRIO Framework |  Decision Making Argument Mapping |
|---|---|---|---|---|
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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | High | High | Medium | Medium |
Timedifferent | Half day | 1-4 h | 90-180 min | 1-3 h |
Participantsdifferent | 3-8 | 3-8 | 3-6 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Challenge Findings, Risk Register, Mitigation Plan | VRIO Table, Strategic Actions | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | RiskDecisionSensemaking | StrategyDiagnosisBusiness modelCapability | SensemakingDecisionRationale |