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| Criterion |  Business Strategy Ansoff Matrix |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | 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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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 | Low | Low | Medium | Medium |
Timedifferent | 45-90 min | 60–90 min | 60-90 min | 2-4 h |
Participantsdifferent | 2-8 | 2-8 | 3-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ansoff Matrix, Growth Options, Risk Notes | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | GrowthStrategyMarketPortfolio | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance | OrganizationStrategyAlignmentChange |