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| Criterion |  Architecture Request for Comments |  Business Strategy VRIO Framework |  Decision Making DACI |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | An RFC clarifies architecture context, options, and consequences. It structures technical context, alternatives, tradeoffs, open questions, and review feedback, and captures the result as an RFC document, reviewer comments, and a decision rationale. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | Medium | Medium | Low | High |
Timedifferent | 1-3 Wochen vom Draft bis zur Entscheidung | 90-180 min | 30-60 min | Half day |
Participantsdifferent | 3-20 Reviewer | 3-6 | 2-10 | 3-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | RFC document, Reviewer comments, Decision rationale, Follow-up ADR or tickets | VRIO Table, Strategic Actions | DACI Matrix, Decision Owner, Decision Log | Value Chain Map, Lever List |
Tagsno overlap | ArchitectureDecisionAsyncGovernance | StrategyDiagnosisBusiness modelCapability | DecisionRolesGovernanceAlignment | StrategyBusiness modelDiagnosisAnalysis |