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| Criterion |  Operations RACI Matrix |  Business Strategy McKinsey 7S |  Decision Making OODA Loop |  Decision Making RAPID |
|---|---|---|---|---|
Purposedifferent | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 45-90 min | 2-4 h | 15-60 min je Zyklus | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | RACI Matrix, Responsibility Map, Decision Notes | 7S Assessment, Alignment Gaps, Change Actions | Situation Assessment, Decision Loop, Action Updates | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | RolesResponsibilityGovernanceOperations | OrganizationStrategyAlignmentChange | DecisionChangeLearningStrategy | DecisionRolesGovernance |