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| Criterion |  Business Strategy VRIO Framework |  Product Strategy Impact Mapping |  Engineering Goal Question Metric |  Product Strategy OKRs |
|---|---|---|---|---|
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 goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | Helps clarify technical problems, hypotheses, and next steps in concrete terms. It breaks a technical problem into testable parts. The result is captured as a GQM table and metric briefs. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 90-180 min | 45-90 min | 90-180 min | 1-2 h Setup |
Participantsdifferent | 3-6 | 3-8 | 3-6 | 2-20 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Impact Map, Outcome Hypotheses, Delivery Options | GQM Table, Metric Profiles | OKR set, Measurement plan, Review cadence |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | OutcomesStrategyBehaviorPlanning | MetricsMeasurementEngineeringAlignment | GoalsAlignmentOutcomesMeasurement |