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Selected:Balanced ScorecardARID (Active Reviews for Intermediate Designs)Stakeholder MappingMcKinsey 7S
| Criterion |  Business Strategy Balanced Scorecard |  Architecture ARID (Active Reviews for Intermediate Designs) |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | 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. | 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 | High | Medium | Low | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 2–4 h review as a planning range; preparation and evaluation additional | 60–90 min | 2-4 h |
Participantsdifferent | 4-12 | Designers, developers as users, and facilitation | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | StrategyMetricsExecution | ArchitectureEngineeringFeedbackValidationTasks | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange |