View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Weekly Review |  Business Strategy McKinsey 7S |  Facilitation Alignment Mapping |  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. | 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. | 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. | 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 | 2-4 h | 1-2 h | 1-2 h Setup, laufend |
Participantsdifferent | 1 | 3-12 | 4-12 | 1 |
Formatdifferent | Async | Workshop | Workshop | Async |
Outputdifferent | Updated Task System, Weekly Focus, Next Actions | 7S Assessment, Alignment Gaps, Change Actions | Alignment Map, Open Issues, Decision Questions | Action Lists, Project List, Review Routine |
Tagsno overlap | ProductivityExecutionPlanning | OrganizationStrategyAlignmentChange | AlignmentStakeholdersStrategyFacilitation | ProductivityPlanningTasksExecution |