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| Criterion |  Business Strategy McKinsey 7S |  Decision Making OODA Loop |  Product Discovery Assumption Mapping |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 2-4 h | 15-60 min je Zyklus | 45-60 min | 45-90 min |
Participantsdifferent | 3-12 | 1-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Situation Assessment, Decision Loop, Action Updates | Assumption map, Test backlog, Risk ranking | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | OrganizationStrategyAlignmentChange | DecisionChangeLearningStrategy | AssumptionsRiskExperimentsValidation | AssumptionsRiskDecisionDiscovery |