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| Criterion |  Business Strategy VMGS |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |  Product Strategy Product Vision Board |
|---|---|---|---|---|
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. | 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 change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | When a product needs a shared direction, it connects target audience, benefit, and business picture in a clear vision. It makes the envisioned future legible for the team. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 2-4 h | 2-4 h | 45-90 min | 1-2 h |
Participantsdifferent | 3-12 | 3-12 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Vision Statement, Mission Statement, Goals, Strategies | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes | Product Vision Board, Vision Statement, Assumptions and Validation Questions |
Tags1 shared | VisionGoalsStrategy | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy | VisionCanvasStrategyAlignment |