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| Criterion |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |  Product Strategy KPI Tree |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 h | 2-4 h | 90-180 min initial, dann laufend | 60–90 min |
Participantsdifferent | 4-12 | 3-12 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions | KPI Tree, Owner List | Stakeholder Map, Engagement Plan, Risk Notes |
Tags1 shared | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange | MetricsStrategyAlignmentMeasurement | StakeholdersAlignmentFacilitationChange |