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| Criterion |  Business Strategy VRIO Framework |  Facilitation Stakeholder Salience Model |  Business Strategy McKinsey 7S |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 90-180 min | 60-90 min | 2-4 h | Half day |
Participantsdifferent | 3-6 | 3-6 | 3-12 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Salience Diagram, Strategy per Class | 7S Assessment, Alignment Gaps, Change Actions | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StakeholdersFacilitationAlignmentGovernance | OrganizationStrategyAlignmentChange | StrategyBusiness modelRiskDiagnosis |