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| Criterion |  Growth Golden Circle |  Team Design Team Topologies Interaction Modes |  Team Design Team API |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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. | When expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-60 min | Half day | Half day initial, dann laufend | 2-4 h |
Participantsdifferent | 1-8 | Team-Leads plus Architecture | Ein Team plus Stakeholder | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Why Statement, Messaging Notes, Positioning Draft | Interaction Heat Map, Agreements per Pair | Team API Document | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | MarketingPositioningCommunication | TeamAlignmentCollaborationOrganization | TeamAlignmentCommunicationService | OrganizationStrategyAlignmentChange |