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| Criterion |  Business Strategy McKinsey 7S |  Systems Thinking Leverage Points |  Business Strategy Ansoff Matrix |  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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | 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 | High | Low | Low |
Timedifferent | 2-4 h | Half day | 45-90 min | 45-90 min |
Participantsdifferent | 3-12 | 3-12 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Leverage Map, Action Strategy | Ansoff Matrix, Growth Options, Risk Notes | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | OrganizationStrategyAlignmentChange | Systems thinkingChangeStrategy | GrowthStrategyMarketPortfolio | ChangeDecisionStrategy |