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| Criterion |  Business Strategy McKinsey 7S |  Systems Thinking Leverage Points |  Decision Making Delphi Method |  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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | High | Low |
Timedifferent | 2-4 h | Half day | 1-4 Wochen | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 6-30 Experten | 2-10 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Leverage Map, Action Strategy | Expert Forecast, Consensus Range, Assumption Notes | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | OrganizationStrategyAlignmentChange | Systems thinkingChangeStrategy | ForecastingExpertsDecisionStrategy | DecisionRolesGovernanceAlignment |