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| Criterion |  Decision Making Delphi Method |  Decision Making OODA Loop |  Product Strategy OKRs |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | 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 | High | Medium | Medium | Medium |
Timedifferent | 1-4 Wochen | 15-60 min je Zyklus | 1-2 h Setup | 2-4 h |
Participantsdifferent | 6-30 Experten | 1-8 | 2-20 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Situation Assessment, Decision Loop, Action Updates | OKR set, Measurement plan, Review cadence | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | ForecastingExpertsDecisionStrategy | DecisionChangeLearningStrategy | GoalsAlignmentOutcomesMeasurement | OrganizationStrategyAlignmentChange |