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| Criterion |  Business Strategy VRIO Framework |  Team Design Team Topologies Interaction Modes |  Business Strategy Value Chain Analysis |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 90-180 min | Half day | Half day | 2-4 h |
Participantsdifferent | 3-6 | Team-Leads plus Architecture | 3-8 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Interaction Heat Map, Agreements per Pair | Value Chain Map, Lever List | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | TeamAlignmentCollaborationOrganization | StrategyBusiness modelDiagnosisAnalysis | OrganizationStrategyAlignmentChange |