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| Criterion |  Delivery Value Stream Mapping |  Business Strategy McKinsey 7S |  Decision Making OODA Loop |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 2-4 h | 15-60 min je Zyklus | 30-60 min |
Participantsdifferent | 4-10 | 3-12 | 1-8 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | 7S Assessment, Alignment Gaps, Change Actions | Situation Assessment, Decision Loop, Action Updates | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | LeanFlowWasteDelivery | OrganizationStrategyAlignmentChange | DecisionChangeLearningStrategy | DecisionRolesGovernanceAlignment |