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| Criterion |  Team Design Team API |  Business Strategy Value Chain Analysis |  Team Design Spotify Model Mapping |  Business Strategy VRIO Framework |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | Half day initial, dann laufend | Half day | 90-180 min | 90-180 min |
Participantsdifferent | Ein Team plus Stakeholder | 3-8 | 5-15 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Team API Document | Value Chain Map, Lever List | Spotify Model Map, Action List | VRIO Table, Strategic Actions |
Tagsno overlap | TeamAlignmentCommunicationService | StrategyBusiness modelDiagnosisAnalysis | TeamOrganizationAlignmentDiagnosis | StrategyDiagnosisBusiness modelCapability |