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| Criterion |  Business Strategy VRIO Framework |  Product Strategy DIBB |  Decision Making DACI |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 90-180 min | 1-2 h | 30-60 min | Half day |
Participantsdifferent | 3-6 | 2-8 | 2-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | DIBB document, Belief list, Bet list, Learning report | DACI Matrix, Decision Owner, Decision Log | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StrategyDecisionAssumptionsHypothesis | DecisionRolesGovernanceAlignment | StrategyBusiness modelDiagnosisAnalysis |