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| Criterion |  Decision Making DACI |  Business Strategy Strategy Execution Loop |  Business Strategy McKinsey 7S |  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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | 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. | 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 | High | Medium | Low |
Timedifferent | 30-60 min | Initial 3-6 h, then monthly or quarterly reviews | 2-4 h | 45-90 min |
Participantsdifferent | 2-10 | 5-12 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | DACI Matrix, Decision Owner, Decision Log | Execution Loop, Review Cadence, Strategic Learning Log | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | DecisionRolesGovernanceAlignment | ExecutionCadenceLearningGovernance | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy |