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| Criterion |  Business Strategy Balanced Scorecard |  Business Strategy McKinsey 7S |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | 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 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. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 2-4 h | 60-90 min | 1-2 h |
Participantsdifferent | 4-12 | 3-12 | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | 7S Assessment, Alignment Gaps, Change Actions | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StrategyMetricsExecution | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation |