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| Criterion |  Operations After-Action Review |  Decision Making DACI |  Business Strategy McKinsey 7S |
|---|---|---|---|
Purposedifferent | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | Low | Low | Medium |
Timedifferent | 20-45 min | 30-60 min | 2-4 h |
Participantsdifferent | 3-12 | 2-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | DACI Matrix, Decision Owner, Decision Log | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | LearningOperationsImprovement | DecisionRolesGovernanceAlignment | OrganizationStrategyAlignmentChange |
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