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| Criterion |  Business Strategy VRIO Framework |  Knowledge Modeling Concept Mapping |  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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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 | 1-8 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Concept Map, Relationship Labels, Knowledge Gaps | Counter Metric List, Guardrail Definitions | KPI Tree, Owner List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | KnowledgeConceptsMappingSensemaking | MetricsMeasurementStrategyExperiments | MetricsStrategyAlignmentMeasurement |