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| Criterion |  Decision Making Delphi Method |  Business Strategy McKinsey 7S |  Product Strategy Product Vision Board |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 a product needs a shared direction, it connects target audience, benefit, and business picture in a clear vision. It makes the envisioned future legible for the team. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 1-4 Wochen | 2-4 h | 1-2 h | 15-60 min je Zyklus |
Participantsdifferent | 6-30 Experten | 3-12 | 2-8 | 1-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | 7S Assessment, Alignment Gaps, Change Actions | Product Vision Board, Vision Statement, Assumptions and Validation Questions | Situation Assessment, Decision Loop, Action Updates |
Tags1 shared | ForecastingExpertsDecisionStrategy | OrganizationStrategyAlignmentChange | VisionCanvasStrategyAlignment | DecisionChangeLearningStrategy |