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| Criterion |  Operations Weekly Review |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-60 min | 1-2 h | 2-4 h | 1-2 h Setup, laufend |
Participantsdifferent | 1 | 4-12 | 3-12 | 1 |
Formatdifferent | Async | Workshop | Workshop | Async |
Outputdifferent | Updated Task System, Weekly Focus, Next Actions | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions | Action Lists, Project List, Review Routine |
Tagsno overlap | ProductivityExecutionPlanning | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange | ProductivityPlanningTasksExecution |