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| Criterion |  Product Strategy Impact Mapping |  Business Strategy McKinsey 7S |  Decision Making DACI |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-90 min | 2-4 h | 30-60 min | 15-60 min je Zyklus |
Participantsdifferent | 3-8 | 3-12 | 2-10 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | 7S Assessment, Alignment Gaps, Change Actions | DACI Matrix, Decision Owner, Decision Log | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | OrganizationStrategyAlignmentChange | DecisionRolesGovernanceAlignment | DecisionChangeLearningStrategy |