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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Business Model Canvas |  Decision Making Assumption Surfacing |  Product Strategy DIBB |
|---|---|---|---|---|
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. | 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. | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 90-180 min | 1-2 h | 45-90 min | 1-2 h |
Participantsdifferent | 3-6 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Business Model Canvas, Assumption List, Business Hypotheses | Assumption List, Critical Assumptions, Learning Plan | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | Business modelStrategyValueInnovation | AssumptionsRiskDecisionDiscovery | StrategyDecisionAssumptionsHypothesis |