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| Criterion |  Agile ROAM Board |  Business Strategy McKinsey 7S |  Product Strategy KPI Tree |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 20-40 min initial, dann laufend | 2-4 h | 90-180 min initial, dann laufend | 1-2 h |
Participantsdifferent | 3-15 | 3-12 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | ROAM Board, Owner List | 7S Assessment, Alignment Gaps, Change Actions | KPI Tree, Owner List | Alignment Map, Open Issues, Decision Questions |
Tags1 shared | RiskAgileTrackingAlignment | OrganizationStrategyAlignmentChange | MetricsStrategyAlignmentMeasurement | AlignmentStakeholdersStrategyFacilitation |