View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Getting Things Done |  Business Strategy McKinsey 7S |  Business Strategy Balanced Scorecard |  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. | 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. | 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 | High | Medium |
Timedifferent | 1-2 h Setup, laufend | 2-4 h | Halber Tag bis mehrere Wochen | 1-2 h |
Participantsdifferent | 1 | 3-12 | 4-12 | 4-12 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Action Lists, Project List, Review Routine | 7S Assessment, Alignment Gaps, Change Actions | Balanced Scorecard, Strategic Measures, Initiative Map | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ProductivityPlanningTasksExecution | OrganizationStrategyAlignmentChange | StrategyMetricsExecution | AlignmentStakeholdersStrategyFacilitation |