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| Criterion |  Business Strategy GAP Analysis |  Agile ROAM Board |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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 work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | 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 | Low | Low | Medium |
Timedifferent | 1-3 h | 20-40 min initial, dann laufend | 60–90 min | 2-4 h |
Participantsdifferent | 2-8 | 3-15 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | ROAM Board, Owner List | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | StrategyAnalysisPlanning | RiskAgileTrackingAlignment | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange |