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| Criterion |  Agile NoEstimates |  Business Strategy McKinsey 7S |  Decision Making Decision Rights Mapping |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | laufend | 2-4 h | 90-180 min | 15-60 min je Zyklus |
Participantsdifferent | 2-12 | 3-12 | 4-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | 7S Assessment, Alignment Gaps, Change Actions | Decision Rights Matrix, Agreement | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | EstimationForecastingFlow | OrganizationStrategyAlignmentChange | DecisionGovernanceAlignmentResponsibility | DecisionChangeLearningStrategy |