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| Criterion |  Business Strategy Value Chain Analysis |  Team Design Team Topologies Interaction Modes |  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 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 | High | Medium | Medium |
Timedifferent | Half day | Half day | 2-4 h |
Participantsdifferent | 3-8 | Team-Leads plus Architecture | 3-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Interaction Heat Map, Agreements per Pair | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | TeamAlignmentCollaborationOrganization | OrganizationStrategyAlignmentChange |
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