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| Criterion |  Decision Making Radar |  Business Strategy McKinsey 7S |  Product Strategy KPI Tree |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | 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 metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h | 2-4 h | 90-180 min initial, dann laufend | 1-2 h |
Participantsdifferent | 2-10 | 3-12 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | 7S Assessment, Alignment Gaps, Change Actions | KPI Tree, Owner List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | AssessmentPortfolioCapability | OrganizationStrategyAlignmentChange | MetricsStrategyAlignmentMeasurement | AlignmentStakeholdersStrategyFacilitation |