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| Criterion |  Business Strategy VRIO Framework |  Decision Making Wideband Delphi |  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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | 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 | High | Low | High |
Timedifferent | 90-180 min | 1-4 h or multiple rounds | 45-90 min | Half day |
Participantsdifferent | 3-6 | 4-12 Experten | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Estimate Range, Assumption Log, Expert Consensus Notes | Assumption List, Critical Assumptions, Learning Plan | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | EstimationExpertsForecasting | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelDiagnosisAnalysis |