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| Criterion |  Domain Modeling Context Map |  Business Strategy Strategy Map |  Business Strategy McKinsey 7S |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
Purposedifferent | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | 2-4 h workshop plus review | 2-4 h | Halber Tag bis mehrere Wochen |
Participantsdifferent | 2-8 | 4-10 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Context Map, Integration Patterns, Boundary Notes | Strategy Map, Objective Set, Cause-Effect Hypotheses | 7S Assessment, Alignment Gaps, Change Actions | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | Domain-Driven DesignBoundariesStrategy | AlignmentExecutionGoalsCausality | OrganizationStrategyAlignmentChange | StrategyMetricsExecution |