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| Criterion |  Business Strategy Strategy Map |  Business Strategy McKinsey 7S |  Operations Change Analysis |  Operations Causal Factor Analysis |
|---|---|---|---|---|
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. | 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 2-4 h workshop plus review | 2-4 h | 45-120 min | 2-6 h |
Participantsdifferent | 4-10 | 3-12 | 2-6 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | 7S Assessment, Alignment Gaps, Change Actions | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | AlignmentExecutionGoalsCausality | OrganizationStrategyAlignmentChange | ChangeRoot causeTroubleshootingComparison | CausalityIncidentRoot causeTimeline |