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| Criterion |  Business Strategy McKinsey 7S |  Business Strategy GAP Analysis |  Operations Getting Things Done |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 2-4 h | 1-3 h | 1-2 h Setup, laufend | 1-2 h |
Participantsdifferent | 3-12 | 2-8 | 1 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Gap Matrix, Action Plan, Risk Notes | Action Lists, Project List, Review Routine | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | OrganizationStrategyAlignmentChange | StrategyAnalysisPlanning | ProductivityPlanningTasksExecution | AlignmentStakeholdersStrategyFacilitation |