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| Criterion |  Business Strategy VRIO Framework |  Product Strategy DIBB |  Decision Making Decision Matrix |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 90-180 min | 1-2 h | 45-90 min | 45-90 min |
Participantsdifferent | 3-6 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | DIBB document, Belief list, Bet list, Learning report | Decision Matrix, Scoring Rationale, Selected Option | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StrategyDecisionAssumptionsHypothesis | DecisionCriteriaScoringTradeoffs | AssumptionsRiskDecisionDiscovery |