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| Criterion |  Agile Scrum |  Agile Working Agreements |  Team Design Team Topologies Interaction Modes |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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. | When collaboration needs more than implicit expectations, it lays out shared ground rules openly. It creates reliability for conduct, availability, and decision paths. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-4 Wochen je Sprint, laufend | 45-90 min | Half day | 2-4 h |
Participantsdifferent | 3-10 (Scrum Team) | 3-12 | Team-Leads plus Architecture | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Product Backlog, Sprint Backlog, Increment, Sprint Goal | Working Agreements, Team Norms, Review Cadence | Interaction Heat Map, Agreements per Pair | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | AgileIterationCadence | TeamCollaborationAgile | TeamAlignmentCollaborationOrganization | OrganizationStrategyAlignmentChange |