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| Criterion |  Business Strategy VRIO Framework |  Innovation Design Sprint |  Business Strategy Business Model Canvas |  Innovation Design Thinking |
|---|---|---|---|---|
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 the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | 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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 90-180 min | 4-5 Tage | 1-2 h | 1 Tag bis mehrere Wochen |
Participantsdifferent | 3-6 | 5-8 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Prototype, Test Findings, Decision Rationale | Business Model Canvas, Assumption List, Business Hypotheses | Problem Statement, Prototype, Test Learnings |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | Design sprintPrototypeValidationInnovation | Business modelStrategyValueInnovation | InnovationPrototypeResearch |