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| Criterion |  Business Strategy McKinsey 7S |  Facilitation Stakeholder Salience Model |  Decision Making DACI |  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. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | Medium | Low | Low |
Timedifferent | 2-4 h | 60-90 min | 30-60 min | 60–90 min |
Participantsdifferent | 3-12 | 3-6 | 2-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Salience Diagram, Strategy per Class | DACI Matrix, Decision Owner, Decision Log | Stakeholder Map, Engagement Plan, Risk Notes |
Tags1 shared | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentGovernance | DecisionRolesGovernanceAlignment | StakeholdersAlignmentFacilitationChange |