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| Criterion |  Decision Making Force Field Analysis |  Business Strategy Ansoff Matrix |  Product Strategy KPI Tree |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | 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 | Low | Low | Medium | Medium |
Timedifferent | 45-90 min | 45-90 min | 90-180 min initial, dann laufend | 2-4 h |
Participantsdifferent | 3-12 | 2-8 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Ansoff Matrix, Growth Options, Risk Notes | KPI Tree, Owner List | 7S Assessment, Alignment Gaps, Change Actions |
Tags1 shared | ChangeDecisionStrategy | GrowthStrategyMarketPortfolio | MetricsStrategyAlignmentMeasurement | OrganizationStrategyAlignmentChange |