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| Criterion |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |  Product Strategy OKRs |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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. | 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. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-2 h | 60–90 min | 1-2 h Setup | 2-4 h |
Participantsdifferent | 4-12 | 2-8 | 2-20 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes | OKR set, Measurement plan, Review cadence | 7S Assessment, Alignment Gaps, Change Actions |
Tags1 shared | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange | GoalsAlignmentOutcomesMeasurement | OrganizationStrategyAlignmentChange |