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| Criterion |  Business Strategy VRIO Framework |  Decision Making Assumption Surfacing |  Agile Bucket System |  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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | When a large batch of work needs a fast, rough estimate, it sorts items into predefined size buckets. It sorts work by value, risk, and delivery ability. The result is captured as a Bucketed Backlog, Relative Estimates, and Split Candidates. | 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 | Low | Medium | High |
Timedifferent | 90-180 min | 45-90 min | 30-90 min | Half day |
Participantsdifferent | 3-6 | 2-8 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Assumption List, Critical Assumptions, Learning Plan | Bucketed Backlog, Relative Estimates, Split Candidates | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | AssumptionsRiskDecisionDiscovery | EstimationBacklogRelative sizing | StrategyBusiness modelDiagnosisAnalysis |