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| Criterion |  Product Strategy Product Vision Board |  Facilitation Mind Mapping |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | When a product needs a shared direction, it connects target audience, benefit, and business picture in a clear vision. It makes the envisioned future legible for the team. | When a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | 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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 1-2 h | 15-45 min | 60–90 min | 2-4 h |
Participantsdifferent | 2-8 | 1-10 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Product Vision Board, Vision Statement, Assumptions and Validation Questions | Mind Map, Topic Clusters, Open Questions | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | VisionCanvasStrategyAlignment | BrainstormingIdeasMappingStructureFacilitation | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange |