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| Criterion |  Facilitation Dot Voting |  Product Strategy Product Vision Board |  Business Strategy McKinsey 7S |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | When a workshop has produced too many options and the group needs to condense quickly, dot voting makes preferences visible in a short time. It bundles individual votes into a solid signal for the next selection. | 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. | 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 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 | Low | Low | Medium | Low |
Timedifferent | 5-15 min | 1-2 h | 2-4 h | 60–90 min |
Participantsdifferent | 3-20 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Ranked list, Consensus signal, Shortlist | Product Vision Board, Vision Statement, Assumptions and Validation Questions | 7S Assessment, Alignment Gaps, Change Actions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | FacilitationVotingConsensusPrioritization | VisionCanvasStrategyAlignment | OrganizationStrategyAlignmentChange | StakeholdersAlignmentFacilitationChange |