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| Criterion |  Business Strategy McKinsey 7S |  Facilitation Alignment Mapping |  Decision Making Decision Rights Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | 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 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | Medium | Medium | Medium | Low |
Timedifferent | 2-4 h | 1-2 h | 90-180 min | 60–90 min |
Participantsdifferent | 3-12 | 4-12 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Alignment Map, Open Issues, Decision Questions | Decision Rights Matrix, Agreement | Stakeholder Map, Engagement Plan, Risk Notes |
Tags1 shared | OrganizationStrategyAlignmentChange | AlignmentStakeholdersStrategyFacilitation | DecisionGovernanceAlignmentResponsibility | StakeholdersAlignmentFacilitationChange |