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| Criterion |  Business Strategy VRIO Framework |  Operations RACI Matrix |  Business Strategy Value Chain Analysis |  Decision Making DACI |
|---|---|---|---|---|
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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 90-180 min | 45-90 min | Half day | 30-60 min |
Participantsdifferent | 3-6 | 2-8 | 3-8 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | RACI Matrix, Responsibility Map, Decision Notes | Value Chain Map, Lever List | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | RolesResponsibilityGovernanceOperations | StrategyBusiness modelDiagnosisAnalysis | DecisionRolesGovernanceAlignment |