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| Criterion |  Business Strategy McKinsey 7S |  Operations Time Blocking |  Operations Eat the Frog |  Operations Getting Things Done |
|---|---|---|---|---|
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. | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 2-4 h | 15-30 min Planung, laufend | 15-90 min daily | 1-2 h Setup, laufend |
Participantsdifferent | 3-12 | 1 | 1 | 1 |
Formatdifferent | Workshop | Async | Async | Async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Blocked Calendar, Capacity View, Focus Plan | Priority Task, Completion Note, Daily Focus | Action Lists, Project List, Review Routine |
Tagsno overlap | OrganizationStrategyAlignmentChange | PlanningTime managementFocus | PrioritizationProductivityFocusExecution | ProductivityPlanningTasksExecution |