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| Criterion |  Business Strategy Strategic, Tactical and Operational Planning |  Decision Making Force Field Analysis |  Decision Making DACI |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | Low | Medium |
Timedifferent | 90-180 min | 45-90 min | 30-60 min | 2-4 h |
Participantsdifferent | 4-12 | 3-12 | 2-10 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Force Field Map, Change Levers, Risk Notes | DACI Matrix, Decision Owner, Decision Log | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | CadenceGovernanceExecution | ChangeDecisionStrategy | DecisionRolesGovernanceAlignment | OrganizationStrategyAlignmentChange |