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| Criterion |  Business Strategy Strategy Map |  Team Design Team API |  Team Design Team Topologies Interaction Modes |  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. | When expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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 | Medium | Medium |
Timedifferent | 2-4 h workshop plus review | Half day initial, dann laufend | Half day | 2-4 h |
Participantsdifferent | 4-10 | Ein Team plus Stakeholder | Team-Leads plus Architecture | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Team API Document | Interaction Heat Map, Agreements per Pair | 7S Assessment, Alignment Gaps, Change Actions |
Tags1 shared | AlignmentExecutionGoalsCausality | TeamAlignmentCommunicationService | TeamAlignmentCollaborationOrganization | OrganizationStrategyAlignmentChange |