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| Criterion |  Agile ROAM Board |  Business Strategy McKinsey 7S |  Decision Making OODA Loop |  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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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 | 15-60 min je Zyklus | 1-2 h |
Participantsdifferent | 3-15 | 3-12 | 1-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | ROAM Board, Owner List | 7S Assessment, Alignment Gaps, Change Actions | Situation Assessment, Decision Loop, Action Updates | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | RiskAgileTrackingAlignment | OrganizationStrategyAlignmentChange | DecisionChangeLearningStrategy | AlignmentStakeholdersStrategyFacilitation |