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| Criterion |  Business Strategy VRIO Framework |  Decision Making PERT Estimation |  Business Strategy Scenario Planning |  Facilitation Dot Estimation |
|---|---|---|---|---|
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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 90-180 min | 15-45 min | 0.5-2 Tage | 5-20 min |
Participantsdifferent | 3-6 | 1-8 | 4-12 | 3-20 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | PERT Estimate, Expected Value, Risk Notes | Scenario Set, Strategic Implications, Robust Options | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | EstimationUncertaintyRisk | StrategyUncertaintyPlanning | EstimationEffortRisk |