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| Criterion |  Team Design Team API |  Team Design Spotify Model Mapping |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | When expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | 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. | 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 | Medium | High |
Timedifferent | Half day initial, dann laufend | 90-180 min | 90-180 min | Half day |
Participantsdifferent | Ein Team plus Stakeholder | 5-15 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Team API Document | Spotify Model Map, Action List | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | TeamAlignmentCommunicationService | TeamOrganizationAlignmentDiagnosis | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |