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| Criterion |  Engineering Kanban |  Business Strategy VRIO Framework |  Facilitation Alignment Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | Ongoing | 90-180 min | 1-2 h | 30-60 min |
Participantsdifferent | 2-12 | 3-6 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | VRIO Table, Strategic Actions | Alignment Map, Open Issues, Decision Questions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | FlowVisual managementDelivery | StrategyDiagnosisBusiness modelCapability | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentPlanning |