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| Criterion |  Business Strategy PESTLE Analysis |  Business Strategy McKinsey 7S |  Facilitation Stakeholder Salience Model |  Business Strategy SWOT Analysis |
|---|---|---|---|---|
Purposedifferent | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | 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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 2-4 h | 60-90 min | 30-60 min |
Participantsdifferent | 2-10 | 3-12 | 3-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PESTLE Map, External Risks, Strategic Questions | 7S Assessment, Alignment Gaps, Change Actions | Salience Diagram, Strategy per Class | SWOT matrix, Strategic options, Action list |
Tagsno overlap | StrategyMarketAnalysis | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentGovernance | StrategyAnalysisMarketPositioning |