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| Criterion |  Business Strategy VRIO Framework |  Delivery Value Stream Mapping |  Decision Making Assumption Surfacing |  Product Strategy Lean Canvas |
|---|---|---|---|---|
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 delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 90-180 min | 1-3 h | 45-90 min | 45-90 min |
Participantsdifferent | 3-6 | 4-10 | 2-8 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Current-state map, Future-state map, Bottleneck list | Assumption List, Critical Assumptions, Learning Plan | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | LeanFlowWasteDelivery | AssumptionsRiskDecisionDiscovery | StartupLeanAssumptionsBusiness model |