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| Criterion |  Business Strategy VRIO Framework |  Product Strategy Lean Canvas |  Facilitation Team Charter |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 90-180 min | 45-90 min | 2-4 h | Half day |
Participantsdifferent | 3-6 | 1-6 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Lean Canvas, Core Assumptions, Experiment Backlog | Team Charter, Working Norms, Role Notes | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StartupLeanAssumptionsBusiness model | TeamAlignmentCollaboration | StrategyBusiness modelDiagnosisAnalysis |