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| Criterion |  Business Strategy Strategy Map |  Decision Making OODA Loop |  Product Strategy Product Vision Board |  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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When a product needs a shared direction, it connects target audience, benefit, and business picture in a clear vision. It makes the envisioned future legible for the team. | 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 | 1-2 h | 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 | Product Vision Board, Vision Statement, Assumptions and Validation Questions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | AlignmentExecutionGoalsCausality | DecisionChangeLearningStrategy | VisionCanvasStrategyAlignment | OrganizationStrategyAlignmentChange |