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| Criterion |  Product Strategy Impact Mapping |  Facilitation Stakeholder Mapping |  Facilitation Power Interest Grid |  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. | 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. | 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. | 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 | 45-90 min | 60–90 min | 30-60 min | 2-4 h |
Participantsdifferent | 3-8 | 2-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Stakeholder Map, Engagement Plan, Risk Notes | Power Interest Grid, Strategy per Stakeholder | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentPlanning | OrganizationStrategyAlignmentChange |