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| Criterion |  Growth Golden Circle |  Business Strategy McKinsey 7S |  Facilitation Power Interest Grid |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | In positioning and communication, what an offering actually stands for often becomes blurred. The Golden Circle sharpens a product's inner rationale and connects purpose, approach, and offering into a clear statement. | 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 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 2-4 h | 30-60 min | 60–90 min |
Participantsdifferent | 1-8 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Why Statement, Messaging Notes, Positioning Draft | 7S Assessment, Alignment Gaps, Change Actions | Power Interest Grid, Strategy per Stakeholder | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | MarketingPositioningCommunication | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentPlanning | StakeholdersAlignmentFacilitationChange |