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| Criterion |  Business Strategy Scenario Planning |  Delivery RAID Log |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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 | High | Low | Low | Medium |
Timedifferent | 0.5-2 Tage | 30 min Setup, dann laufend | 60–90 min | 2-4 h |
Participantsdifferent | 4-12 | 1-3 maintaining, briefing for everyone | 2-8 | 3-12 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | RAID Log, Status Report Source | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | StrategyUncertaintyPlanning | RiskTrackingStakeholdersGovernance | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange |