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| Criterion |  Facilitation Power Interest Grid |  Business Strategy McKinsey 7S |  Product Strategy OKRs |  Product Strategy Impact Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | 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 strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-60 min | 2-4 h | 1-2 h Setup | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | 2-20 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | 7S Assessment, Alignment Gaps, Change Actions | OKR set, Measurement plan, Review cadence | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | StakeholdersFacilitationAlignmentPlanning | OrganizationStrategyAlignmentChange | GoalsAlignmentOutcomesMeasurement | OutcomesStrategyBehaviorPlanning |