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| Criterion |  Operations Bottleneck Analysis |  Team Design Team Topologies Interaction Modes |  Facilitation Alignment Mapping |  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 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. | 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. | 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 | Half day | 1-2 h | 2-4 h |
Participantsdifferent | 3-8 | Team-Leads plus Architecture | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Interaction Heat Map, Agreements per Pair | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | FlowMeasurementConstraints | TeamAlignmentCollaborationOrganization | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange |