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| Criterion |  Decision Making DACI |  Product Strategy DIBB |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 | High | Medium |
Timedifferent | 30-60 min | 1-2 h | Half day | 2-4 h |
Participantsdifferent | 2-10 | 2-8 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | DACI Matrix, Decision Owner, Decision Log | DIBB document, Belief list, Bet list, Learning report | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | DecisionRolesGovernanceAlignment | StrategyDecisionAssumptionsHypothesis | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange |