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| Criterion |  Business Strategy Value Chain Analysis |  Facilitation Expectation Mapping |  Business Strategy VRIO Framework |  Team Design Spotify Model Mapping |
|---|---|---|---|---|
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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 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. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Half day | 45-90 min | 90-180 min | 90-180 min |
Participantsdifferent | 3-8 | 3-12 | 3-6 | 5-15 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Expectation Map, Alignment Notes, Agreements | VRIO Table, Strategic Actions | Spotify Model Map, Action List |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | AlignmentStakeholdersTeam | StrategyDiagnosisBusiness modelCapability | TeamOrganizationAlignmentDiagnosis |