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| Criterion |  Business Strategy McKinsey 7S |  Facilitation Stakeholder Salience Model |  Engineering Goal Question Metric |  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. | Helps clarify technical problems, hypotheses, and next steps in concrete terms. It breaks a technical problem into testable parts. The result is captured as a GQM table and metric briefs. | 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 | Medium | Low |
Timedifferent | 2-4 h | 60-90 min | 90-180 min | 60–90 min |
Participantsdifferent | 3-12 | 3-6 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Salience Diagram, Strategy per Class | GQM Table, Metric Profiles | Stakeholder Map, Engagement Plan, Risk Notes |
Tags1 shared | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentGovernance | MetricsMeasurementEngineeringAlignment | StakeholdersAlignmentFacilitationChange |