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| Criterion |  Business Strategy McKinsey 7S |  Operations ALPEN Method |  Product Strategy Impact Mapping |  Facilitation Alignment 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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 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 | Low | Medium | Medium |
Timedifferent | 2-4 h | 10-20 min daily | 45-90 min | 1-2 h |
Participantsdifferent | 3-12 | 1 | 3-8 | 4-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Daily Plan, Time Estimates, Review Notes | Impact Map, Outcome Hypotheses, Delivery Options | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | OrganizationStrategyAlignmentChange | PlanningTime managementProductivityOperations | OutcomesStrategyBehaviorPlanning | AlignmentStakeholdersStrategyFacilitation |