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| Criterion |  Business Strategy VRIO Framework |  Decision Making OODA Loop |  Decision Making Pre-Mortem |  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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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 | 15-60 min je Zyklus | 20–45 min | Half day |
Participantsdifferent | 3-6 | 1-8 | Small cross-functional group | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Situation Assessment, Decision Loop, Action Updates | Risk list, Mitigation plan, Assumption log | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | DecisionChangeLearningStrategy | RiskDecisionFailurePlanning | StrategyBusiness modelDiagnosisAnalysis |