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| Criterion |  Facilitation Alignment Mapping |  Business Strategy Strategy Execution Loop |  Business Strategy McKinsey 7S |  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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | 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 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 | High | Medium | Low |
Timedifferent | 1-2 h | Initial 3-6 h, then monthly or quarterly reviews | 2-4 h | 60–90 min |
Participantsdifferent | 4-12 | 5-12 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Execution Loop, Review Cadence, Strategic Learning Log | 7S Assessment, Alignment Gaps, Change Actions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | ExecutionCadenceLearningGovernance | OrganizationStrategyAlignmentChange | StakeholdersAlignmentFacilitationChange |