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| Criterion |  Business Strategy VRIO Framework |  Systems Thinking VUCA Scan |  Decision Making Argument Mapping |  Business Strategy Business Model 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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 90-180 min | 30-90 min | 1-3 h | 1-2 h |
Participantsdifferent | 3-6 | 1-10 | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | VUCA Map, Response Options, Signal and Learning Plan | Argument Map, Evidence Gaps, Decision Rationale | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | SensemakingUncertaintyComplexityStrategyForesight | SensemakingDecisionRationale | Business modelStrategyValueInnovation |