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| Criterion |  Business Strategy Strategy Map |  Decision Making OODA Loop |  Decision Making Assumption Surfacing |  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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | Medium | Low | Medium |
Timedifferent | 2-4 h workshop plus review | 15-60 min je Zyklus | 45-90 min | 2-4 h |
Participantsdifferent | 4-10 | 1-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Situation Assessment, Decision Loop, Action Updates | Assumption List, Critical Assumptions, Learning Plan | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | AlignmentExecutionGoalsCausality | DecisionChangeLearningStrategy | AssumptionsRiskDecisionDiscovery | OrganizationStrategyAlignmentChange |