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| Criterion |  Business Strategy McKinsey 7S |  Growth North Star Metric |  Decision Making OODA Loop |  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. | When product teams track many metrics, the view of the actual customer outcome easily gets lost. A North Star Metric bundles growth, usage, and value contribution into one signal that makes the system's direction visible. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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 | Medium | Medium | Low |
Timedifferent | 2-4 h | 1-2 h | 15-60 min je Zyklus | 45-90 min |
Participantsdifferent | 3-12 | 3-8 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | North Star metric, Input metric tree, Measurement cadence | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | OrganizationStrategyAlignmentChange | GrowthMetricsAlignmentRetention | DecisionChangeLearningStrategy | ChangeDecisionStrategy |