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| Criterion |  Business Strategy Scenario Planning |  Business Strategy McKinsey 7S |  Facilitation 3-Circle Venn Diagram |  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 three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. | 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 | Low |
Timedifferent | 0.5-2 Tage | 2-4 h | 15-45 min | 30-60 min |
Participantsdifferent | 4-12 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | 7S Assessment, Alignment Gaps, Change Actions | Venn Diagram, Overlap Notes, Differentiators | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | StrategyUncertaintyPlanning | OrganizationStrategyAlignmentChange | ComparisonFacilitationAlignment | StakeholdersFacilitationAlignmentPlanning |