View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Business Strategy GAP Analysis |  Business Strategy McKinsey 7S |  Decision Making Decision Rights Mapping |  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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 2-4 h | 90-180 min | 15-60 min je Zyklus |
Participantsdifferent | 2-8 | 3-12 | 4-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions | Decision Rights Matrix, Agreement | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | StrategyAnalysisPlanning | OrganizationStrategyAlignmentChange | DecisionGovernanceAlignmentResponsibility | DecisionChangeLearningStrategy |