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| Criterion |  Business Strategy Scenario Planning |  Facilitation Stakeholder Mapping |  Business Strategy GAP Analysis |  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. | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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 | Medium | Medium |
Timedifferent | 0.5-2 Tage | 60–90 min | 1-3 h | 2-4 h |
Participantsdifferent | 4-12 | 2-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Stakeholder Map, Engagement Plan, Risk Notes | Gap Matrix, Action Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | StrategyUncertaintyPlanning | StakeholdersAlignmentFacilitationChange | StrategyAnalysisPlanning | OrganizationStrategyAlignmentChange |