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| Criterion |  Operations ABC Analysis |  Business Strategy McKinsey 7S |  Facilitation Power Interest Grid |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-60 min | 2-4 h | 30-60 min | 1-2 h |
Participantsdifferent | 1-5 | 3-12 | 2-8 | 4-12 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | 7S Assessment, Alignment Gaps, Change Actions | Power Interest Grid, Strategy per Stakeholder | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | PrioritizationOperationsPortfolio | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersStrategyFacilitation |