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| Criterion |  Facilitation Power Interest Grid |  Business Strategy VRIO Framework |  Team Design Spotify Model Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | When a team landscape has grown without clear grouping, it maps roles and relationships onto the Spotify model. It clarifies responsibility, interaction, and load between teams. The result is captured as a Spotify model map and action list. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-60 min | 90-180 min | 90-180 min | 2-4 h |
Participantsdifferent | 2-8 | 3-6 | 5-15 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | VRIO Table, Strategic Actions | Spotify Model Map, Action List | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | StakeholdersFacilitationAlignmentPlanning | StrategyDiagnosisBusiness modelCapability | TeamOrganizationAlignmentDiagnosis | OrganizationStrategyAlignmentChange |