View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Business Strategy McKinsey 7S |  Business Strategy Strategy Map |  Operations Getting Things Done |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 2-4 h | 2-4 h workshop plus review | 1-2 h Setup, laufend | 1-2 h |
Participantsdifferent | 3-12 | 4-10 | 1 | 4-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Strategy Map, Objective Set, Cause-Effect Hypotheses | Action Lists, Project List, Review Routine | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | OrganizationStrategyAlignmentChange | AlignmentExecutionGoalsCausality | ProductivityPlanningTasksExecution | AlignmentStakeholdersStrategyFacilitation |