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| Criterion |  Operations Getting Things Done |  Business Strategy McKinsey 7S |  Operations ALPEN Method |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-2 h Setup, laufend | 2-4 h | 10-20 min daily | 1-2 h |
Participantsdifferent | 1 | 3-12 | 1 | 4-12 |
Formatdifferent | Async | Workshop | Async | Workshop |
Outputdifferent | Action Lists, Project List, Review Routine | 7S Assessment, Alignment Gaps, Change Actions | Daily Plan, Time Estimates, Review Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ProductivityPlanningTasksExecution | OrganizationStrategyAlignmentChange | PlanningTime managementProductivityOperations | AlignmentStakeholdersStrategyFacilitation |