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| Criterion |  Business Strategy VRIO Framework |  Facilitation Stakeholder Salience Model |  Business Strategy McKinsey 7S |  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 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. | 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 | Medium | Medium | Low |
Timedifferent | 90-180 min | 60-90 min | 2-4 h | 60–90 min |
Participantsdifferent | 3-6 | 3-6 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | Salience Diagram, Strategy per Class | 7S Assessment, Alignment Gaps, Change Actions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StakeholdersFacilitationAlignmentGovernance | OrganizationStrategyAlignmentChange | StakeholdersAlignmentFacilitationChange |