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| Criterion |  Business Strategy McKinsey 7S |  Product Discovery Assumption Mapping |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | 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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 2-4 h | 45-60 min | 60–90 min | 60-90 min |
Participantsdifferent | 3-12 | 2-8 | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Assumption map, Test backlog, Risk ranking | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | OrganizationStrategyAlignmentChange | AssumptionsRiskExperimentsValidation | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |