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| Criterion |  Growth Golden Circle |  Team Design Team Topologies Interaction Modes |  Business Strategy McKinsey 7S |  Facilitation Team Charter |
|---|---|---|---|---|
Purposedifferent | In positioning and communication, what an offering actually stands for often becomes blurred. The Golden Circle sharpens a product's inner rationale and connects purpose, approach, and offering into a clear statement. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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 a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-60 min | Half day | 2-4 h | 2-4 h |
Participantsdifferent | 1-8 | Team-Leads plus Architecture | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Why Statement, Messaging Notes, Positioning Draft | Interaction Heat Map, Agreements per Pair | 7S Assessment, Alignment Gaps, Change Actions | Team Charter, Working Norms, Role Notes |
Tagsno overlap | MarketingPositioningCommunication | TeamAlignmentCollaborationOrganization | OrganizationStrategyAlignmentChange | TeamAlignmentCollaboration |