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| Criterion |  Business Strategy VRIO Framework |  Facilitation Power Interest Grid |  Decision Making Pre-Mortem |  Facilitation Alignment 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 90-180 min | 30-60 min | 20–45 min | 1-2 h |
Participantsdifferent | 3-6 | 2-8 | Small cross-functional group | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Power Interest Grid, Strategy per Stakeholder | Risk list, Mitigation plan, Assumption log | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StakeholdersFacilitationAlignmentPlanning | RiskDecisionFailurePlanning | AlignmentStakeholdersStrategyFacilitation |