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| Criterion |  Business Strategy McKinsey 7S |  Facilitation Stakeholder Mapping |  Growth North Star Metric |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 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. | When product teams track many metrics, the view of the actual customer outcome easily gets lost. A North Star Metric bundles growth, usage, and value contribution into one signal that makes the system's direction visible. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 2-4 h | 60–90 min | 1-2 h | 60-90 min |
Participantsdifferent | 3-12 | 2-8 | 3-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Stakeholder Map, Engagement Plan, Risk Notes | North Star metric, Input metric tree, Measurement cadence | Salience Diagram, Strategy per Class |
Tags1 shared | OrganizationStrategyAlignmentChange | StakeholdersAlignmentFacilitationChange | GrowthMetricsAlignmentRetention | StakeholdersFacilitationAlignmentGovernance |