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| Criterion |  Business Strategy VRIO Framework |  Decision Making Pre-Mortem |  Product Discovery Assumption Mapping |  Product Strategy DIBB |
|---|---|---|---|---|
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 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 90-180 min | 20–45 min | 45-60 min | 1-2 h |
Participantsdifferent | 3-6 | Small cross-functional group | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Risk list, Mitigation plan, Assumption log | Assumption map, Test backlog, Risk ranking | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | RiskDecisionFailurePlanning | AssumptionsRiskExperimentsValidation | StrategyDecisionAssumptionsHypothesis |