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| Criterion |  UX Design Design Studio |  Business Strategy McKinsey 7S |  Facilitation Alignment Mapping |  Team Design Team Topologies Interaction Modes |
|---|---|---|---|---|
Purposedifferent | When several designs need to be quickly put in relation to each other, it makes ideas visible and comparable. It encourages early variants instead of long upfront debates. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 2-4 h | 1-2 h | Half day |
Participantsdifferent | 3-8 | 3-12 | 4-12 | Team-Leads plus Architecture |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Sketches, Concept Directions, Design Decisions | 7S Assessment, Alignment Gaps, Change Actions | Alignment Map, Open Issues, Decision Questions | Interaction Heat Map, Agreements per Pair |
Tagsno overlap | SketchingCollaborationIdeation | OrganizationStrategyAlignmentChange | AlignmentStakeholdersStrategyFacilitation | TeamAlignmentCollaborationOrganization |