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| Criterion |  Facilitation Responsibility Poker |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | 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. | 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 45-90 min | Half day | 90-180 min | 1-2 h |
Participantsdifferent | 3-10 | 3-8 | 3-6 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Responsibility Map, Role Agreements, Open Questions | Value Chain Map, Lever List | VRIO Table, Strategic Actions | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | RolesResponsibilityTeamFacilitation | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | AlignmentStakeholdersStrategyFacilitation |