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| Criterion |  Business Strategy McKinsey 7S |  Operations Change Analysis |  Facilitation Stakeholder Salience Model |  Facilitation 3-Circle Venn Diagram |
|---|---|---|---|---|
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 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. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 2-4 h | 45-120 min | 60-90 min | 15-45 min |
Participantsdifferent | 3-12 | 2-6 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Salience Diagram, Strategy per Class | Venn Diagram, Overlap Notes, Differentiators |
Tagsno overlap | OrganizationStrategyAlignmentChange | ChangeRoot causeTroubleshootingComparison | StakeholdersFacilitationAlignmentGovernance | ComparisonFacilitationAlignment |