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| Criterion |  Growth Funnel Analysis |  Business Strategy McKinsey 7S |  Facilitation Power Interest Grid |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When many visitors or users drop off along the way, the reason behind the number often stays hidden. Funnel Analysis exposes these transitions and makes visible exactly where the path collapses. | 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 2-4 h | 30-60 min | 60-90 min |
Participantsdifferent | 1-5 | 3-12 | 2-8 | 3-6 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | Funnel report, Drop-off analysis, Optimization hypotheses | 7S Assessment, Alignment Gaps, Change Actions | Power Interest Grid, Strategy per Stakeholder | Salience Diagram, Strategy per Class |
Tagsno overlap | AnalyticsConversionGrowth | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentPlanning | StakeholdersFacilitationAlignmentGovernance |