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| Criterion |  Business Strategy McKinsey 7S |  Knowledge Modeling Domain Storytelling |  Facilitation Stakeholder Salience Model |  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. | Domain Storytelling translates domain knowledge into a shared narrative of actors, objects, and workflows. It is especially useful when language, rules, and process understanding must be tightly connected. | 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 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 | Low | Medium | Low |
Timedifferent | 2-4 h | 1-2 h | 60-90 min | 60–90 min |
Participantsdifferent | 3-12 | 2-8 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Domain Story, Glossary Notes, Process Narrative | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | OrganizationStrategyAlignmentChange | KnowledgeDomain-Driven DesignProcess | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange |