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| Criterion |  Business Strategy McKinsey 7S |  Domain Modeling Context Map |  Domain Modeling Bounded Context Canvas |  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 several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | 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. | 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 | 2-8 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Context Map, Integration Patterns, Boundary Notes | Context Canvas, Glossary, Integration Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | OrganizationStrategyAlignmentChange | Domain-Driven DesignBoundariesStrategy | Domain-Driven DesignBoundariesModeling | ChangeDecisionStrategy |