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| Criterion |  Decision Making DACI |  Business Strategy McKinsey 7S |  Product Strategy KPI Tree |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | 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. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | 2-4 h | 90-180 min initial, dann laufend | 45-90 min |
Participantsdifferent | 2-10 | 3-12 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | DACI Matrix, Decision Owner, Decision Log | 7S Assessment, Alignment Gaps, Change Actions | KPI Tree, Owner List | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | DecisionRolesGovernanceAlignment | OrganizationStrategyAlignmentChange | MetricsStrategyAlignmentMeasurement | ChangeDecisionStrategy |