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| Criterion |  Domain Modeling Context Map |  Business Strategy Strategy Map |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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 | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 2-4 h workshop plus review | 60–90 min | 2-4 h |
Participantsdifferent | 2-8 | 4-10 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Context Map, Integration Patterns, Boundary Notes | Strategy Map, Objective Set, Cause-Effect Hypotheses | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Domain-Driven DesignBoundariesStrategy | AlignmentExecutionGoalsCausality | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange |