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| Criterion |  Systems Thinking Wardley Mapping |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |
|---|---|---|---|
Purposedifferent | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | 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. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 1-3 h | 2-4 h | 45-90 min |
Participantsdifferent | 2-10 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Wardley Map, Strategic Options, Evolution Notes | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | StrategySystems thinkingDynamics | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy |
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