View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Product Strategy Impact Mapping |  Business Strategy McKinsey 7S |  Decision Making Constraint Analysis |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-90 min | 2-4 h | 30-90 min | 1-2 h |
Participantsdifferent | 3-8 | 3-12 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | 7S Assessment, Alignment Gaps, Change Actions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | OrganizationStrategyAlignmentChange | ConstraintsDecisionPlanningOptions | AlignmentStakeholdersStrategyFacilitation |