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| Criterion |  Business Strategy McKinsey 7S |  Agile Example Mapping |  Decision Making Force Field Analysis |  Agile Specification by Example |
|---|---|---|---|---|
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 story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. | 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. | When business rules need to become precise, it ties language, example, and test together. It sorts work by value, risk, and delivery ability. The result is captured as an Example Table and Acceptance Tests. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 2-4 h | 30-60 min | 45-90 min | 60-90 min pro Feature |
Participantsdifferent | 3-12 | 3-7 | 3-12 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Example Map, Acceptance Criteria, Open Questions | Force Field Map, Change Levers, Risk Notes | Example Table, Acceptance Tests |
Tagsno overlap | OrganizationStrategyAlignmentChange | Behavior-Driven DevelopmentRequirementsExamplesRefinement | ChangeDecisionStrategy | AgileRequirementsExamplesBehavior-Driven Development |