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| Criterion |  Business Strategy GAP Analysis |  Facilitation Power Interest Grid |  Business Strategy McKinsey 7S |  Facilitation 3-Circle Venn Diagram |
|---|---|---|---|---|
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. | 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. | 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 three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 30-60 min | 2-4 h | 15-45 min |
Participantsdifferent | 2-8 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Power Interest Grid, Strategy per Stakeholder | 7S Assessment, Alignment Gaps, Change Actions | Venn Diagram, Overlap Notes, Differentiators |
Tagsno overlap | StrategyAnalysisPlanning | StakeholdersFacilitationAlignmentPlanning | OrganizationStrategyAlignmentChange | ComparisonFacilitationAlignment |