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| Criterion |  Business Strategy VRIO Framework |  Product Strategy Lean Canvas |  Team Design Team Topologies Interaction Modes |  Facilitation Team Charter |
|---|---|---|---|---|
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 several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 90-180 min | 45-90 min | Half day | 2-4 h |
Participantsdifferent | 3-6 | 1-6 | Team-Leads plus Architecture | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Lean Canvas, Core Assumptions, Experiment Backlog | Interaction Heat Map, Agreements per Pair | Team Charter, Working Norms, Role Notes |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StartupLeanAssumptionsBusiness model | TeamAlignmentCollaborationOrganization | TeamAlignmentCollaboration |