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| Criterion |  Business Strategy McKinsey 7S |  Product Strategy Impact Mapping |  Decision Making Force Field Analysis |  Decision Making DACI |
|---|---|---|---|---|
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. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 2-4 h | 45-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 3-8 | 3-12 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Impact Map, Outcome Hypotheses, Delivery Options | Force Field Map, Change Levers, Risk Notes | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | OrganizationStrategyAlignmentChange | OutcomesStrategyBehaviorPlanning | ChangeDecisionStrategy | DecisionRolesGovernanceAlignment |