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Selected:McKinsey 7SProduct Vision BoardATAM (Architecture Tradeoff Analysis Method)Alignment Mapping
| Criterion |  Business Strategy McKinsey 7S |  Product Strategy Product Vision Board |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  Facilitation Alignment 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. | When a product needs a shared direction, it connects target audience, benefit, and business picture in a clear vision. It makes the envisioned future legible for the team. | ATAM helps teams weigh architecture decisions when quality goals compete. The team considers business goals, stakeholder expectations, and technical decisions together. The evaluation shows which risks need further investigation. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 2-4 h | 1-2 h | Several meetings plus preparation and analysis; total effort depends on scope | 1-2 h |
Participantsdifferent | 3-12 | 2-8 | Evaluation team, architects, and relevant stakeholders | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Product Vision Board, Vision Statement, Assumptions and Validation Questions | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | OrganizationStrategyAlignmentChange | VisionCanvasStrategyAlignment | ArchitectureQualityRiskTradeoffsStakeholders | AlignmentStakeholdersStrategyFacilitation |