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| Criterion |  Business Strategy VRIO Framework |  Facilitation Team Charter |  Team Design Team Topologies Interaction Modes |  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 a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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 | Medium | Medium | High |
Timedifferent | 90-180 min | 2-4 h | Half day | Half day |
Participantsdifferent | 3-6 | 3-12 | Team-Leads plus Architecture | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Team Charter, Working Norms, Role Notes | Interaction Heat Map, Agreements per Pair | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | TeamAlignmentCollaboration | TeamAlignmentCollaborationOrganization | StrategyBusiness modelDiagnosisAnalysis |