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| Criterion |  Business Strategy McKinsey 7S |  Facilitation Stakeholder Salience Model |  Decision Making Delphi Method |  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. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | High | Medium |
Timedifferent | 2-4 h | 60-90 min | 1-4 Wochen | 90-180 min |
Participantsdifferent | 3-12 | 3-6 | 6-30 Experten | 4-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Salience Diagram, Strategy per Class | Expert Forecast, Consensus Range, Assumption Notes | Decision Rights Matrix, Agreement |
Tagsno overlap | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentGovernance | ForecastingExpertsDecisionStrategy | DecisionGovernanceAlignmentResponsibility |