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| Criterion |  Business Strategy Value Chain Analysis |  Operations RACI Matrix |  Business Strategy VRIO Framework |  Decision Making Decision Rights 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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Half day | 45-90 min | 90-180 min | 90-180 min |
Participantsdifferent | 3-8 | 2-8 | 3-6 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | RACI Matrix, Responsibility Map, Decision Notes | VRIO Table, Strategic Actions | Decision Rights Matrix, Agreement |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | RolesResponsibilityGovernanceOperations | StrategyDiagnosisBusiness modelCapability | DecisionGovernanceAlignmentResponsibility |