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| Criterion |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  Team Design Spotify Model Mapping |  Facilitation Alignment 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. | 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. | When a team landscape has grown without clear grouping, it maps roles and relationships onto the Spotify model. It clarifies responsibility, interaction, and load between teams. The result is captured as a Spotify model map and action list. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 90-180 min | Half day | 90-180 min | 1-2 h |
Participantsdifferent | 3-6 | 3-8 | 5-15 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Value Chain Map, Lever List | Spotify Model Map, Action List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | TeamOrganizationAlignmentDiagnosis | AlignmentStakeholdersStrategyFacilitation |