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| Criterion |  Product Strategy Impact Mapping |  Business Strategy McKinsey 7S |  Decision Making Constraint Analysis |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 45-90 min | 2-4 h | 30-90 min | 30-60 min |
Participantsdifferent | 3-8 | 3-12 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | 7S Assessment, Alignment Gaps, Change Actions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | OrganizationStrategyAlignmentChange | ConstraintsDecisionPlanningOptions | DecisionRolesGovernanceAlignment |