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| Criterion |  Business Strategy VRIO Framework |  Innovation Lean Startup |  Architecture Risk Storming |  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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | Helps clarify architecture context, options, and consequences in concrete terms. It organizes technical context, alternatives, and consequences. The result is captured as an Annotated Diagram, a Prioritized Risk List, and an Action Backlog. | 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 | Low | High |
Timedifferent | 90-180 min | Wochen bis Monate je Lernzyklus | 60-90 min | Half day |
Participantsdifferent | 3-6 | 2-8 | 4-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Annotated Diagram, Prioritized Risk List, Action Backlog | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | LeanStartupValidationMVP | RiskArchitectureWorkshopValidation | StrategyBusiness modelDiagnosisAnalysis |