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| Criterion |  Business Strategy McKinsey 7S |  Product Strategy SMART Goals |  Business Strategy Strategy Map |  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 goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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 | Medium | Medium |
Timedifferent | 2-4 h | 15-30 min | 2-4 h workshop plus review | 1-2 h |
Participantsdifferent | 3-12 | 1-8 | 4-10 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | SMART Goal, Measurement Note, Deadline | Strategy Map, Objective Set, Cause-Effect Hypotheses | Alignment Map, Open Issues, Decision Questions |
Tags1 shared | OrganizationStrategyAlignmentChange | GoalsPlanningMeasurementAlignment | AlignmentExecutionGoalsCausality | AlignmentStakeholdersStrategyFacilitation |