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| Criterion |  Business Strategy VRIO Framework |  Product Discovery Assumption Mapping |  Product Strategy KPI Tree |  Engineering Goal Question Metric |
|---|---|---|---|---|
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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | Helps clarify technical problems, hypotheses, and next steps in concrete terms. It breaks a technical problem into testable parts. The result is captured as a GQM table and metric briefs. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 90-180 min | 45-60 min | 90-180 min initial, dann laufend | 90-180 min |
Participantsdifferent | 3-6 | 2-8 | 3-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Assumption map, Test backlog, Risk ranking | KPI Tree, Owner List | GQM Table, Metric Profiles |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | AssumptionsRiskExperimentsValidation | MetricsStrategyAlignmentMeasurement | MetricsMeasurementEngineeringAlignment |