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| Criterion |  Business Strategy McKinsey 7S |  Operations Time Blocking |  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. | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | 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 |
Timedifferent | 2-4 h | 15-30 min Planung, laufend | 60-90 min |
Participantsdifferent | 3-12 | 1 | 3-6 |
Formatdifferent | Workshop | Async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Blocked Calendar, Capacity View, Focus Plan | Salience Diagram, Strategy per Class |
Tagsno overlap | OrganizationStrategyAlignmentChange | PlanningTime managementFocus | StakeholdersFacilitationAlignmentGovernance |
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