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| Criterion |  Domain Modeling Context Map |  Business Strategy McKinsey 7S |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | 2-4 h | 90-180 min | Half day |
Participantsdifferent | 2-8 | 3-12 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Context Map, Integration Patterns, Boundary Notes | 7S Assessment, Alignment Gaps, Change Actions | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tags1 shared | Domain-Driven DesignBoundariesStrategy | OrganizationStrategyAlignmentChange | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |