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| Criterion |  Operations DMAIC |  Product Strategy Product Vision Board |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | When a product needs a shared direction, it connects target audience, benefit, and business picture in a clear vision. It makes the envisioned future legible for the team. | 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 | Low | Low | Medium |
Timedifferent | 2-12 Wochen | 1-2 h | 60–90 min | 2-4 h |
Participantsdifferent | 3-10 | 2-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Product Vision Board, Vision Statement, Assumptions and Validation Questions | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Continuous improvementQualityProcess improvement | VisionCanvasStrategyAlignment | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange |