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| Criterion |  Business Strategy VRIO Framework |  Facilitation Power Interest Grid |  Business Strategy Value Chain Analysis |  Facilitation Stakeholder 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. | 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 90-180 min | 30-60 min | Half day | 60–90 min |
Participantsdifferent | 3-6 | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Power Interest Grid, Strategy per Stakeholder | Value Chain Map, Lever List | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StakeholdersFacilitationAlignmentPlanning | StrategyBusiness modelDiagnosisAnalysis | StakeholdersAlignmentFacilitationChange |