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| Criterion |  Operations Visual Management |  Decision Making Option Framing |  Business Strategy McKinsey 7S |  Operations Change Analysis |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | Ongoing | 45-120 min | 2-4 h | 45-120 min |
Participantsdifferent | 1-20 | 3-8 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | 7S Assessment, Alignment Gaps, Change Actions | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | SignalsOperationsVisual management | OptionsDecision framingStrategyComparison | OrganizationStrategyAlignmentChange | ChangeRoot causeTroubleshootingComparison |