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| Criterion |  Business Strategy GAP Analysis |  Business Strategy McKinsey 7S |  Business Strategy Value Chain Analysis |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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 | 1-3 h | 2-4 h | Half day | 1-2 h |
Participantsdifferent | 2-8 | 3-12 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions | Value Chain Map, Lever List | Alignment Map, Open Issues, Decision Questions |
Tags1 shared | StrategyAnalysisPlanning | OrganizationStrategyAlignmentChange | StrategyBusiness modelDiagnosisAnalysis | AlignmentStakeholdersStrategyFacilitation |