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| Criterion |  Product Strategy Impact Mapping |  Architecture ARID (Active Reviews for Intermediate Designs) |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | 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 | Medium | Low | Medium |
Timedifferent | 45-90 min | 2–4 h review as a planning range; preparation and evaluation additional | 60–90 min | 2-4 h |
Participantsdifferent | 3-8 | Designers, developers as users, and facilitation | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | ArchitectureEngineeringFeedbackValidationTasks | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange |