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| Criterion |  Business Strategy McKinsey 7S |  Facilitation Team Charter |  Business Strategy Value Chain Analysis |  Team Design Team Topologies Interaction Modes |
|---|---|---|---|---|
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 team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 2-4 h | 2-4 h | Half day | Half day |
Participantsdifferent | 3-12 | 3-12 | 3-8 | Team-Leads plus Architecture |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Team Charter, Working Norms, Role Notes | Value Chain Map, Lever List | Interaction Heat Map, Agreements per Pair |
Tagsno overlap | OrganizationStrategyAlignmentChange | TeamAlignmentCollaboration | StrategyBusiness modelDiagnosisAnalysis | TeamAlignmentCollaborationOrganization |