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| Criterion |  Business Strategy PESTLE Analysis |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | 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. | 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 60–90 min | 2-4 h | 30-60 min |
Participantsdifferent | 2-10 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PESTLE Map, External Risks, Strategic Questions | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | StrategyMarketAnalysis | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentPlanning |