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| Criterion |  Business Strategy McKinsey 7S |  Product Discovery Assumption Mapping |  Delivery RAID Log |  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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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 | Low | Low |
Timedifferent | 2-4 h | 45-60 min | 30 min Setup, dann laufend | 60–90 min |
Participantsdifferent | 3-12 | 2-8 | 1-3 maintaining, briefing for everyone | 2-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Assumption map, Test backlog, Risk ranking | RAID Log, Status Report Source | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | OrganizationStrategyAlignmentChange | AssumptionsRiskExperimentsValidation | RiskTrackingStakeholdersGovernance | StakeholdersAlignmentFacilitationChange |