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| Criterion |  Team Design Team API |  Business Strategy VRIO Framework |  Facilitation Team Charter |  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. | 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 a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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 | 2-4 h | Half day |
Participantsdifferent | Ein Team plus Stakeholder | 3-6 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Team API Document | VRIO Table, Strategic Actions | Team Charter, Working Norms, Role Notes | Value Chain Map, Lever List |
Tagsno overlap | TeamAlignmentCommunicationService | StrategyDiagnosisBusiness modelCapability | TeamAlignmentCollaboration | StrategyBusiness modelDiagnosisAnalysis |