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| Criterion |  Agile Example Mapping |  Business Strategy McKinsey 7S |  Decision Making OODA Loop |  Agile Specification by Example |
|---|---|---|---|---|
Purposedifferent | When a story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. | 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 business rules need to become precise, it ties language, example, and test together. It sorts work by value, risk, and delivery ability. The result is captured as an Example Table and Acceptance Tests. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-60 min | 2-4 h | 15-60 min je Zyklus | 60-90 min pro Feature |
Participantsdifferent | 3-7 | 3-12 | 1-8 | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Example Map, Acceptance Criteria, Open Questions | 7S Assessment, Alignment Gaps, Change Actions | Situation Assessment, Decision Loop, Action Updates | Example Table, Acceptance Tests |
Tagsno overlap | Behavior-Driven DevelopmentRequirementsExamplesRefinement | OrganizationStrategyAlignmentChange | DecisionChangeLearningStrategy | AgileRequirementsExamplesBehavior-Driven Development |