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| Criterion |  Operations Getting Things Done |  Business Strategy McKinsey 7S |  Business Strategy Strategy Map |  Product Strategy SMART Goals |
|---|---|---|---|---|
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. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | When goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 h Setup, laufend | 2-4 h | 2-4 h workshop plus review | 15-30 min |
Participantsdifferent | 1 | 3-12 | 4-10 | 1-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Action Lists, Project List, Review Routine | 7S Assessment, Alignment Gaps, Change Actions | Strategy Map, Objective Set, Cause-Effect Hypotheses | SMART Goal, Measurement Note, Deadline |
Tagsno overlap | ProductivityPlanningTasksExecution | OrganizationStrategyAlignmentChange | AlignmentExecutionGoalsCausality | GoalsPlanningMeasurementAlignment |