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| Criterion |  Business Strategy VRIO Framework |  Product Strategy Impact Mapping |  Product Strategy KPI Tree |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 90-180 min | 45-90 min | 90-180 min initial, dann laufend | 30-60 min |
Participantsdifferent | 3-6 | 3-8 | 3-8 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Impact Map, Outcome Hypotheses, Delivery Options | KPI Tree, Owner List | Counter Metric List, Guardrail Definitions |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | OutcomesStrategyBehaviorPlanning | MetricsStrategyAlignmentMeasurement | MetricsMeasurementStrategyExperiments |