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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Balanced Scorecard |  Business Strategy Business Model Canvas |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 90-180 min | Halber Tag bis mehrere Wochen | 1-2 h | 30-60 min |
Participantsdifferent | 3-6 | 4-12 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Balanced Scorecard, Strategic Measures, Initiative Map | Business Model Canvas, Assumption List, Business Hypotheses | Counter Metric List, Guardrail Definitions |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | StrategyMetricsExecution | Business modelStrategyValueInnovation | MetricsMeasurementStrategyExperiments |