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| Criterion |  Facilitation Expectation Mapping |  Business Strategy Ansoff Matrix |  Business Strategy McKinsey 7S |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | 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 | 45-90 min | 45-90 min | 2-4 h | 60–90 min |
Participantsdifferent | 3-12 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Ansoff Matrix, Growth Options, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | AlignmentStakeholdersTeam | GrowthStrategyMarketPortfolio | OrganizationStrategyAlignmentChange | StakeholdersAlignmentFacilitationChange |