View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Growth Flywheel |  Business Strategy Balanced Scorecard |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | Growth often breaks down where a reinforcing mechanism builds up too much friction. A Flywheel shows the cycle of value, repetition, and reinforcement meant to sustain growth. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 | Medium | High | Low | Medium |
Timedifferent | 60-120 min | Halber Tag bis mehrere Wochen | 60–90 min | 2-4 h |
Participantsdifferent | 3-8 | 4-12 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Flywheel Map, Friction Points, Growth Levers, Experiment Backlog | Balanced Scorecard, Strategic Measures, Initiative Map | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | GrowthRetentionConversion | StrategyMetricsExecution | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange |