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| Criterion |  Operations Fault Tree Analysis |  Business Strategy McKinsey 7S |  Operations Change Analysis |  Operations Barrier Analysis |
|---|---|---|---|---|
Purposedifferent | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 2-6 h | 2-4 h | 45-120 min | 2-4 h |
Participantsdifferent | 3-8 | 3-12 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | 7S Assessment, Alignment Gaps, Change Actions | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | RiskRoot causeSafety | OrganizationStrategyAlignmentChange | ChangeRoot causeTroubleshootingComparison | Root causeSafetyIncident |