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| Criterion |  Agile Scrum |  Business Strategy McKinsey 7S |  Decision Making OODA Loop |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | When a team needs to work in a fixed delivery rhythm, it stabilizes cadence, responsibility, and feedback loops. It makes collaboration reliable across sprint boundaries. | 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-4 Wochen je Sprint, laufend | 2-4 h | 15-60 min je Zyklus | 90-180 min |
Participantsdifferent | 3-10 (Scrum Team) | 3-12 | 1-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Product Backlog, Sprint Backlog, Increment, Sprint Goal | 7S Assessment, Alignment Gaps, Change Actions | Situation Assessment, Decision Loop, Action Updates | Decision Rights Matrix, Agreement |
Tagsno overlap | AgileIterationCadence | OrganizationStrategyAlignmentChange | DecisionChangeLearningStrategy | DecisionGovernanceAlignmentResponsibility |