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| Criterion |  Business Strategy GAP Analysis |  Business Strategy McKinsey 7S |  Decision Making Constraint Analysis |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 2-4 h | 30-90 min | 15-60 min je Zyklus |
Participantsdifferent | 2-8 | 3-12 | 2-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | StrategyAnalysisPlanning | OrganizationStrategyAlignmentChange | ConstraintsDecisionPlanningOptions | DecisionChangeLearningStrategy |