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| Criterion |  Business Strategy Value Chain Analysis |  Product Strategy OKRs |  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. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | 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 | 1-2 h Setup | 90-180 min | 1-2 h |
Participantsdifferent | 3-8 | 2-20 | 3-6 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | OKR set, Measurement plan, Review cadence | VRIO Table, Strategic Actions | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | GoalsAlignmentOutcomesMeasurement | StrategyDiagnosisBusiness modelCapability | AlignmentStakeholdersStrategyFacilitation |