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Selected:Value Chain AnalysisARID (Active Reviews for Intermediate Designs)Risk StormingVRIO Framework
| Criterion |  Business Strategy Value Chain Analysis |  Architecture ARID (Active Reviews for Intermediate Designs) |  Architecture Risk Storming |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | 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. | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | Helps clarify architecture context, options, and consequences in concrete terms. It organizes technical context, alternatives, and consequences. The result is captured as an Annotated Diagram, a Prioritized Risk List, and an Action Backlog. | 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 | High | Medium | Low | Medium |
Timedifferent | Half day | 2–4 h review as a planning range; preparation and evaluation additional | 60-90 min | 90-180 min |
Participantsdifferent | 3-8 | Designers, developers as users, and facilitation | 4-12 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Annotated Diagram, Prioritized Risk List, Action Backlog | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | ArchitectureEngineeringFeedbackValidationTasks | RiskArchitectureWorkshopValidation | StrategyDiagnosisBusiness modelCapability |