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| Criterion |  Business Strategy Value Chain Analysis |  Systems Thinking VUCA Scan |  Business Strategy Scenario Planning |  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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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 | High | Medium |
Timedifferent | Half day | 30-90 min | 0.5-2 Tage | 90-180 min |
Participantsdifferent | 3-8 | 1-10 | 4-12 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | VUCA Map, Response Options, Signal and Learning Plan | Scenario Set, Strategic Implications, Robust Options | VRIO Table, Strategic Actions |
Tags1 shared | StrategyBusiness modelDiagnosisAnalysis | SensemakingUncertaintyComplexityStrategyForesight | StrategyUncertaintyPlanning | StrategyDiagnosisBusiness modelCapability |