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| Criterion |  Business Strategy VRIO Framework |  Knowledge Modeling Knowledge Mapping |  Knowledge Modeling IBIS |  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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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 | Medium | Medium | High |
Timedifferent | 90-180 min | 1-3 h | 1-3 h | Half day |
Participantsdifferent | 3-6 | 3-12 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Issue Map, Positions, Argument Notes | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | KnowledgeMappingRisk | RationaleKnowledgeDecision | StrategyBusiness modelDiagnosisAnalysis |