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| Criterion |  Facilitation Expectation Mapping |  Business Strategy VRIO Framework |  Team Design Spotify Model Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. | When a team landscape has grown without clear grouping, it maps roles and relationships onto the Spotify model. It clarifies responsibility, interaction, and load between teams. The result is captured as a Spotify model map and action list. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 45-90 min | 90-180 min | 90-180 min | 2-4 h |
Participantsdifferent | 3-12 | 3-6 | 5-15 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | VRIO Table, Strategic Actions | Spotify Model Map, Action List | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | AlignmentStakeholdersTeam | StrategyDiagnosisBusiness modelCapability | TeamOrganizationAlignmentDiagnosis | OrganizationStrategyAlignmentChange |