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| Criterion |  Business Strategy McKinsey 7S |  Decision Making RAPID |  Facilitation Stakeholder Mapping |  Decision Making Decision Rights 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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 2-4 h | 45-90 min | 60–90 min | 90-180 min |
Participantsdifferent | 3-12 | 3-12 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | RAPID Role Map, Recommendation, Decision Log | Stakeholder Map, Engagement Plan, Risk Notes | Decision Rights Matrix, Agreement |
Tagsno overlap | OrganizationStrategyAlignmentChange | DecisionRolesGovernance | StakeholdersAlignmentFacilitationChange | DecisionGovernanceAlignmentResponsibility |