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| Criterion |  Decision Making Decision Rights Mapping |  Business Strategy VRIO Framework |  Operations RACI Matrix |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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 | Low | High |
Timedifferent | 90-180 min | 90-180 min | 45-90 min | Half day |
Participantsdifferent | 4-12 | 3-6 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | VRIO Table, Strategic Actions | RACI Matrix, Responsibility Map, Decision Notes | Value Chain Map, Lever List |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | StrategyDiagnosisBusiness modelCapability | RolesResponsibilityGovernanceOperations | StrategyBusiness modelDiagnosisAnalysis |