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| Criterion |  Operations Bottleneck Analysis |  Team Design Spotify Model Mapping |  Product Strategy KPI Tree |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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 metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 90-180 min | 90-180 min initial, dann laufend | 2-4 h |
Participantsdifferent | 3-8 | 5-15 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Spotify Model Map, Action List | KPI Tree, Owner List | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | FlowMeasurementConstraints | TeamOrganizationAlignmentDiagnosis | MetricsStrategyAlignmentMeasurement | OrganizationStrategyAlignmentChange |