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| Criterion |  Business Strategy McKinsey 7S |  Innovation SCAMPER |  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. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | 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 | Low |
Timedifferent | 2-4 h | 30-60 min | 60–90 min |
Participantsdifferent | 3-12 | 2-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | SCAMPER Idea List, Concept Shortlist, Variation Notes | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | OrganizationStrategyAlignmentChange | BrainstormingIdeationCreativityReframingInnovation | StakeholdersAlignmentFacilitationChange |
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