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| Criterion |  Business Strategy McKinsey 7S |  Operations A3 Problem Solving |  Business Strategy GAP Analysis |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 2-4 h | 45-90 min | 1-3 h | 45-90 min |
Participantsdifferent | 3-12 | 2-5 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | A3 Report, Action Plan, Root Cause Analysis | Gap Matrix, Action Plan, Risk Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | OrganizationStrategyAlignmentChange | LeanProblem solvingCoachingOperations | StrategyAnalysisPlanning | ChangeDecisionStrategy |