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| Criterion |  Business Strategy VRIO Framework |  Decision Making PERT Estimation |  Knowledge Modeling Concept Mapping |  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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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 | 15-45 min | 1-2 h | Half day |
Participantsdifferent | 3-6 | 1-8 | 1-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | PERT Estimate, Expected Value, Risk Notes | Concept Map, Relationship Labels, Knowledge Gaps | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | EstimationUncertaintyRisk | KnowledgeConceptsMappingSensemaking | StrategyBusiness modelDiagnosisAnalysis |