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| Criterion |  Business Strategy VRIO Framework |  Product Strategy Counter Metrics |  Product Discovery Assumption Mapping |  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. | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 | Low | Medium | Medium |
Timedifferent | 90-180 min | 30-60 min | 45-60 min | 90-180 min initial, dann laufend |
Participantsdifferent | 3-6 | 2-6 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Counter Metric List, Guardrail Definitions | Assumption map, Test backlog, Risk ranking | KPI Tree, Owner List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | MetricsMeasurementStrategyExperiments | AssumptionsRiskExperimentsValidation | MetricsStrategyAlignmentMeasurement |