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| Criterion |  Operations Getting Things Done |  Business Strategy McKinsey 7S |  Facilitation Alignment Mapping |  Operations Weekly Review |
|---|---|---|---|---|
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. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 h Setup, laufend | 2-4 h | 1-2 h | 30-60 min |
Participantsdifferent | 1 | 3-12 | 4-12 | 1 |
Formatdifferent | Async | Workshop | Workshop | Async |
Outputdifferent | Action Lists, Project List, Review Routine | 7S Assessment, Alignment Gaps, Change Actions | Alignment Map, Open Issues, Decision Questions | Updated Task System, Weekly Focus, Next Actions |
Tagsno overlap | ProductivityPlanningTasksExecution | OrganizationStrategyAlignmentChange | AlignmentStakeholdersStrategyFacilitation | ProductivityExecutionPlanning |