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| Criterion |  Innovation Design Charrette |  Business Strategy McKinsey 7S |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | 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 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. | 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 | Medium | Medium | Low |
Timedifferent | Halber Tag bis mehrere Tage | 2-4 h | 1-2 h | 60–90 min |
Participantsdifferent | 10-50 | 3-12 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | 7S Assessment, Alignment Gaps, Change Actions | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | BrainstormingWorkshopCollaborationIdeation | OrganizationStrategyAlignmentChange | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |