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| Criterion |  Engineering Fault Isolation |  Business Strategy McKinsey 7S |  Business Strategy Value Chain Analysis |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | In technical failures, the visible symptom often gets mixed up with the actual cause. Fault Isolation narrows the fault space and progressively reduces which part of the system is truly affected. | 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 30-180 min | 2-4 h | Half day | 1-2 h |
Participantsdifferent | 1-6 | 3-12 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Fault Isolation Map, Test Log, Excluded Hypotheses, Narrowed Fault Area | 7S Assessment, Alignment Gaps, Change Actions | Value Chain Map, Lever List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | TroubleshootingDiagnosisEngineering | OrganizationStrategyAlignmentChange | StrategyBusiness modelDiagnosisAnalysis | AlignmentStakeholdersStrategyFacilitation |