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| Criterion |  Business Strategy VRIO Framework |  Team Design Team Topologies Interaction Modes |  Business Strategy McKinsey 7S |  Facilitation Team Charter |
|---|---|---|---|---|
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 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. | 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 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 90-180 min | Half day | 2-4 h | 2-4 h |
Participantsdifferent | 3-6 | Team-Leads plus Architecture | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Interaction Heat Map, Agreements per Pair | 7S Assessment, Alignment Gaps, Change Actions | Team Charter, Working Norms, Role Notes |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | TeamAlignmentCollaborationOrganization | OrganizationStrategyAlignmentChange | TeamAlignmentCollaboration |