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Selected:VRIO FrameworkARID (Active Reviews for Intermediate Designs)Assumption MappingValue Chain Analysis
| Criterion |  Business Strategy VRIO Framework |  Architecture ARID (Active Reviews for Intermediate Designs) |  Product Discovery Assumption Mapping |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 90-180 min | 2–4 h review as a planning range; preparation and evaluation additional | 45-60 min | Half day |
Participantsdifferent | 3-6 | Designers, developers as users, and facilitation | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Assumption map, Test backlog, Risk ranking | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | ArchitectureEngineeringFeedbackValidationTasks | AssumptionsRiskExperimentsValidation | StrategyBusiness modelDiagnosisAnalysis |