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| Criterion |  Decision Making PERT Estimation |  Team Design Spotify Model Mapping |  Business Strategy VRIO Framework |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 15-45 min | 90-180 min | 90-180 min | 2-4 h |
Participantsdifferent | 1-8 | 5-15 | 3-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Spotify Model Map, Action List | VRIO Table, Strategic Actions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | EstimationUncertaintyRisk | TeamOrganizationAlignmentDiagnosis | StrategyDiagnosisBusiness modelCapability | OrganizationStrategyAlignmentChange |