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| Criterion |  Business Strategy VRIO Framework |  Decision Making DACI |  Business Strategy Value Chain Analysis |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | 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 cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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. | 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 | Medium | Low | High | Medium |
Timedifferent | 90-180 min | 30-60 min | Half day | 90-180 min |
Participantsdifferent | 3-6 | 2-10 | 3-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | DACI Matrix, Decision Owner, Decision Log | Value Chain Map, Lever List | Decision Rights Matrix, Agreement |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | DecisionRolesGovernanceAlignment | StrategyBusiness modelDiagnosisAnalysis | DecisionGovernanceAlignmentResponsibility |