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| Criterion |  Business Strategy McKinsey 7S |  Operations Change Analysis |  Facilitation Alignment 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | 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 | 45-120 min | 1-2 h | 60–90 min |
Participantsdifferent | 3-12 | 2-6 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | OrganizationStrategyAlignmentChange | ChangeRoot causeTroubleshootingComparison | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |