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| Criterion |  Business Strategy VMGS |  Business Strategy Balanced Scorecard |  Business Strategy McKinsey 7S |  Business Strategy Strategy Map |
|---|---|---|---|---|
Purposedifferent | VMGS arranges vision, mission, goals, and strategies into a clear guiding logic. Direction, purpose, and priorities are connected so teams can decide more coherently. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 2-4 h | Halber Tag bis mehrere Wochen | 2-4 h | 2-4 h workshop plus review |
Participantsdifferent | 3-12 | 4-12 | 3-12 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Vision Statement, Mission Statement, Goals, Strategies | Balanced Scorecard, Strategic Measures, Initiative Map | 7S Assessment, Alignment Gaps, Change Actions | Strategy Map, Objective Set, Cause-Effect Hypotheses |
Tagsno overlap | VisionGoalsStrategy | StrategyMetricsExecution | OrganizationStrategyAlignmentChange | AlignmentExecutionGoalsCausality |