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| Criterion |  Business Strategy McKinsey 7S |  Product Strategy Impact Mapping |  Business Strategy Balanced Scorecard |  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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 | High | Low |
Timedifferent | 2-4 h | 45-90 min | Halber Tag bis mehrere Wochen | 45-90 min |
Participantsdifferent | 3-12 | 3-8 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Impact Map, Outcome Hypotheses, Delivery Options | Balanced Scorecard, Strategic Measures, Initiative Map | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | OrganizationStrategyAlignmentChange | OutcomesStrategyBehaviorPlanning | StrategyMetricsExecution | ChangeDecisionStrategy |