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| Criterion |  Operations Getting Things Done |  Domain Modeling Context Map |  Business Strategy McKinsey 7S |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
Purposedifferent | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-2 h Setup, laufend | 1-3 h | 2-4 h | Halber Tag bis mehrere Wochen |
Participantsdifferent | 1 | 2-8 | 3-12 | 4-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Action Lists, Project List, Review Routine | Context Map, Integration Patterns, Boundary Notes | 7S Assessment, Alignment Gaps, Change Actions | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | ProductivityPlanningTasksExecution | Domain-Driven DesignBoundariesStrategy | OrganizationStrategyAlignmentChange | StrategyMetricsExecution |