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| Criterion |  Business Strategy Scenario Planning |  Business Strategy McKinsey 7S |  Facilitation Power Interest Grid |
|---|---|---|---|
Purposedifferent | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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 | High | Medium | Low |
Timedifferent | 0.5-2 Tage | 2-4 h | 30-60 min |
Participantsdifferent | 4-12 | 3-12 | 2-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | 7S Assessment, Alignment Gaps, Change Actions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | StrategyUncertaintyPlanning | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentPlanning |
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