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| Criterion |  Business Strategy VRIO Framework |  Agile ROAM Board |  Decision Making Assumption Surfacing |  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. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | Low | Low | High |
Timedifferent | 90-180 min | 20-40 min initial, dann laufend | 45-90 min | Half day |
Participantsdifferent | 3-6 | 3-15 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | ROAM Board, Owner List | Assumption List, Critical Assumptions, Learning Plan | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | RiskAgileTrackingAlignment | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelDiagnosisAnalysis |