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| Criterion |  Business Strategy McKinsey 7S |  Innovation Lean Startup |  Decision Making OODA Loop |
|---|---|---|---|
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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 2-4 h | Wochen bis Monate je Lernzyklus | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | OrganizationStrategyAlignmentChange | LeanStartupValidationMVP | DecisionChangeLearningStrategy |
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