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| Criterion |  Business Strategy McKinsey 7S |  Decision Making Constraint Analysis |  Business Strategy TOWS Matrix |  Decision Making OODA Loop |
|---|---|---|---|---|
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 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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Low | Medium | Medium |
Timedifferent | 2-4 h | 30-90 min | 1-2 h | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 2-8 | 3-10 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | TOWS Matrix, Strategic Options, Priority Actions | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | OrganizationStrategyAlignmentChange | ConstraintsDecisionPlanningOptions | StrategyAnalysisOptions | DecisionChangeLearningStrategy |