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| Criterion |  Business Strategy McKinsey 7S |  Decision Making Decision Rights Mapping |  Facilitation Stakeholder Mapping |  Decision Making DACI |
|---|---|---|---|---|
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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 2-4 h | 90-180 min | 60–90 min | 30-60 min |
Participantsdifferent | 3-12 | 4-12 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Decision Rights Matrix, Agreement | Stakeholder Map, Engagement Plan, Risk Notes | DACI Matrix, Decision Owner, Decision Log |
Tags1 shared | OrganizationStrategyAlignmentChange | DecisionGovernanceAlignmentResponsibility | StakeholdersAlignmentFacilitationChange | DecisionRolesGovernanceAlignment |