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| Criterion |  Business Strategy VRIO Framework |  Decision Making Force Field Analysis |  Decision Making OODA Loop |  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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | Medium | High |
Timedifferent | 90-180 min | 45-90 min | 15-60 min je Zyklus | Half day |
Participantsdifferent | 3-6 | 3-12 | 1-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Force Field Map, Change Levers, Risk Notes | Situation Assessment, Decision Loop, Action Updates | Value Chain Map, Lever List |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | ChangeDecisionStrategy | DecisionChangeLearningStrategy | StrategyBusiness modelDiagnosisAnalysis |