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| Criterion |  Business Strategy VRIO Framework |  Decision Making OODA Loop |  Business Strategy SWOT Analysis |  Decision Making Force Field 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 90-180 min | 15-60 min je Zyklus | 30-60 min | 45-90 min |
Participantsdifferent | 3-6 | 1-8 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Situation Assessment, Decision Loop, Action Updates | SWOT matrix, Strategic options, Action list | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | DecisionChangeLearningStrategy | StrategyAnalysisMarketPositioning | ChangeDecisionStrategy |