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| Criterion |  Business Strategy McKinsey 7S |  Decision Making Risk Matrix |  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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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 | Low | Low |
Timedifferent | 2-4 h | 30-60 min | 45-90 min |
Participantsdifferent | 3-12 | 3-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Risk Matrix, Top Risk List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | OrganizationStrategyAlignmentChange | RiskDecisionPrioritizationAssessment | AssumptionsRiskDecisionDiscovery |
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