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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Business Model Canvas |  Product Strategy Counter Metrics |  Product Strategy KPI Tree |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 90-180 min | 1-2 h | 30-60 min | 90-180 min initial, dann laufend |
Participantsdifferent | 3-6 | 2-8 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Business Model Canvas, Assumption List, Business Hypotheses | Counter Metric List, Guardrail Definitions | KPI Tree, Owner List |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | Business modelStrategyValueInnovation | MetricsMeasurementStrategyExperiments | MetricsStrategyAlignmentMeasurement |