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| Criterion |  Business Strategy Value Chain Analysis |  Business Strategy McKinsey 7S |  Business Strategy VRIO Framework |  Facilitation Alignment 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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 2-4 h | 90-180 min | 1-2 h |
Participantsdifferent | 3-8 | 3-12 | 3-6 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | 7S Assessment, Alignment Gaps, Change Actions | VRIO Table, Strategic Actions | Alignment Map, Open Issues, Decision Questions |
Tags1 shared | StrategyBusiness modelDiagnosisAnalysis | OrganizationStrategyAlignmentChange | StrategyDiagnosisBusiness modelCapability | AlignmentStakeholdersStrategyFacilitation |