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| Criterion |  Team Design Team API |  Team Design Team Topologies Interaction Modes |  Facilitation Team Charter |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | 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. | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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 | Low | Medium | Medium | Medium |
Timedifferent | Half day initial, dann laufend | Half day | 2-4 h | 2-4 h |
Participantsdifferent | Ein Team plus Stakeholder | Team-Leads plus Architecture | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Team API Document | Interaction Heat Map, Agreements per Pair | Team Charter, Working Norms, Role Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tags1 shared | TeamAlignmentCommunicationService | TeamAlignmentCollaborationOrganization | TeamAlignmentCollaboration | OrganizationStrategyAlignmentChange |