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| Criterion |  Facilitation Responsibility Poker |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|
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. | 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. | 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 | Low | Medium | High |
Timedifferent | 45-90 min | 90-180 min | Half day |
Participantsdifferent | 3-10 | 3-6 | 3-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Responsibility Map, Role Agreements, Open Questions | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | RolesResponsibilityTeamFacilitation | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |
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