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| Criterion |  Knowledge Modeling Knowledge Mapping |  Business Strategy McKinsey 7S |  Knowledge Modeling Concept Mapping |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 2-4 h | 1-2 h | 90-180 min initial, dann laufend |
Participantsdifferent | 3-12 | 3-12 | 1-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Knowledge Map, Critical Knowledge Areas, Transfer Plan | 7S Assessment, Alignment Gaps, Change Actions | Concept Map, Relationship Labels, Knowledge Gaps | KPI Tree, Owner List |
Tagsno overlap | KnowledgeMappingRisk | OrganizationStrategyAlignmentChange | KnowledgeConceptsMappingSensemaking | MetricsStrategyAlignmentMeasurement |