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| Criterion |  Business Strategy VRIO Framework |  Facilitation Expectation Mapping |  Business Strategy Value Chain Analysis |  Team Design Spotify Model 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. | 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. | 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 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 | Medium | Low | High | Medium |
Timedifferent | 90-180 min | 45-90 min | Half day | 90-180 min |
Participantsdifferent | 3-6 | 3-12 | 3-8 | 5-15 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Expectation Map, Alignment Notes, Agreements | Value Chain Map, Lever List | Spotify Model Map, Action List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | AlignmentStakeholdersTeam | StrategyBusiness modelDiagnosisAnalysis | TeamOrganizationAlignmentDiagnosis |