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| Criterion |  Business Strategy McKinsey 7S |  Systems Thinking Leverage Points |  Decision Making Decision Rights Mapping |  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. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | High | Medium | Low |
Timedifferent | 2-4 h | Half day | 90-180 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 4-12 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Leverage Map, Action Strategy | Decision Rights Matrix, Agreement | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | OrganizationStrategyAlignmentChange | Systems thinkingChangeStrategy | DecisionGovernanceAlignmentResponsibility | DecisionRolesGovernanceAlignment |