View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Business Strategy Strategy Map |  Product Strategy DIBB |  Decision Making Force Field Analysis |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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. | 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 | 2-4 h workshop plus review | 1-2 h | 45-90 min | 2-4 h |
Participantsdifferent | 4-10 | 2-8 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | DIBB document, Belief list, Bet list, Learning report | Force Field Map, Change Levers, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | AlignmentExecutionGoalsCausality | StrategyDecisionAssumptionsHypothesis | ChangeDecisionStrategy | OrganizationStrategyAlignmentChange |