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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  Decision Making OODA Loop |
|---|---|---|---|
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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | 90-180 min | Half day | 15-60 min je Zyklus |
Participantsdifferent | 3-6 | 3-8 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Value Chain Map, Lever List | Situation Assessment, Decision Loop, Action Updates |
Tags1 shared | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | DecisionChangeLearningStrategy |
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