View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Facilitation Power Interest Grid |  Business Strategy McKinsey 7S |  Product Strategy SMART Goals |  Product Strategy OKRs |
|---|---|---|---|---|
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 goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-60 min | 2-4 h | 15-30 min | 1-2 h Setup |
Participantsdifferent | 2-8 | 3-12 | 1-8 | 2-20 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | 7S Assessment, Alignment Gaps, Change Actions | SMART Goal, Measurement Note, Deadline | OKR set, Measurement plan, Review cadence |
Tags1 shared | StakeholdersFacilitationAlignmentPlanning | OrganizationStrategyAlignmentChange | GoalsPlanningMeasurementAlignment | GoalsAlignmentOutcomesMeasurement |