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| Criterion |  Business Strategy Value Chain Analysis |  Facilitation Alignment Mapping |  Decision Making OODA Loop |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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 | High | Medium | Medium | Medium |
Timedifferent | Half day | 1-2 h | 15-60 min je Zyklus | 2-4 h |
Participantsdifferent | 3-8 | 4-12 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Alignment Map, Open Issues, Decision Questions | Situation Assessment, Decision Loop, Action Updates | 7S Assessment, Alignment Gaps, Change Actions |
Tags1 shared | StrategyBusiness modelDiagnosisAnalysis | AlignmentStakeholdersStrategyFacilitation | DecisionChangeLearningStrategy | OrganizationStrategyAlignmentChange |