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| Criterion |  Business Strategy McKinsey 7S |  Team Design Team Topologies Interaction Modes |  Team Design Team API |  Facilitation Expectation 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. | 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. | When expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 2-4 h | Half day | Half day initial, dann laufend | 45-90 min |
Participantsdifferent | 3-12 | Team-Leads plus Architecture | Ein Team plus Stakeholder | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Interaction Heat Map, Agreements per Pair | Team API Document | Expectation Map, Alignment Notes, Agreements |
Tags1 shared | OrganizationStrategyAlignmentChange | TeamAlignmentCollaborationOrganization | TeamAlignmentCommunicationService | AlignmentStakeholdersTeam |