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| Criterion |  Business Strategy VRIO Framework |  Team Design Team API |  Facilitation Expectation Mapping |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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 expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 90-180 min | Half day initial, dann laufend | 45-90 min | Half day |
Participantsdifferent | 3-6 | Ein Team plus Stakeholder | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Team API Document | Expectation Map, Alignment Notes, Agreements | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | TeamAlignmentCommunicationService | AlignmentStakeholdersTeam | StrategyBusiness modelDiagnosisAnalysis |