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| Criterion |  Business Strategy McKinsey 7S |  Business Strategy GAP Analysis |  Operations ALPEN Method |  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. | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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 | Low | Low |
Timedifferent | 2-4 h | 1-3 h | 10-20 min daily | 45-90 min |
Participantsdifferent | 3-12 | 2-8 | 1 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Gap Matrix, Action Plan, Risk Notes | Daily Plan, Time Estimates, Review Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | OrganizationStrategyAlignmentChange | StrategyAnalysisPlanning | PlanningTime managementProductivityOperations | ChangeDecisionStrategy |