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| Criterion |  Business Strategy VRIO Framework |  Business Strategy McKinsey 7S |  Team Design Spotify Model Mapping |  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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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. | 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 | 2-4 h | 90-180 min | Half day |
Participantsdifferent | 3-6 | 3-12 | 5-15 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | 7S Assessment, Alignment Gaps, Change Actions | Spotify Model Map, Action List | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | OrganizationStrategyAlignmentChange | TeamOrganizationAlignmentDiagnosis | StrategyBusiness modelDiagnosisAnalysis |