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| Criterion |  Business Strategy McKinsey 7S |  Domain Modeling Bounded Context Canvas |  Domain Modeling Domain Context Map |  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. | When a business context is still loosely outlined, it shapes language, responsibility, and integration space. It clarifies what belongs together and where a boundary needs to hold. | When a domain model and its associated contexts need to be thought through together, it creates a shared overview. It connects the business view and organizational boundary into a readable whole. | 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 | 1-3 h | 1-3 h | 45-90 min |
Participantsdifferent | 3-12 | 3-8 | 3-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Context Canvas, Glossary, Integration Notes | Domain Context Map, Boundary Notes, Ownership Map | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | OrganizationStrategyAlignmentChange | Domain-Driven DesignBoundariesModeling | Domain-Driven DesignContextBoundaries | ChangeDecisionStrategy |