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| Criterion |  Decision Making Wideband Delphi |  Business Strategy VRIO Framework |  Product Strategy DIBB |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | High | Medium | Low | High |
Timedifferent | 1-4 h or multiple rounds | 90-180 min | 1-2 h | 1-4 Wochen |
Participantsdifferent | 4-12 Experten | 3-6 | 2-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | VRIO Table, Strategic Actions | DIBB document, Belief list, Bet list, Learning report | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationExpertsForecasting | StrategyDiagnosisBusiness modelCapability | StrategyDecisionAssumptionsHypothesis | ForecastingExpertsDecisionStrategy |