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| Criterion |  Operations Getting Things Done |  Business Strategy McKinsey 7S |  Facilitation Stakeholder Salience Model |
|---|---|---|---|
Purposedifferent | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 1-2 h Setup, laufend | 2-4 h | 60-90 min |
Participantsdifferent | 1 | 3-12 | 3-6 |
Formatdifferent | Async | Workshop | Workshop |
Outputdifferent | Action Lists, Project List, Review Routine | 7S Assessment, Alignment Gaps, Change Actions | Salience Diagram, Strategy per Class |
Tagsno overlap | ProductivityPlanningTasksExecution | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentGovernance |
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