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| Criterion |  Facilitation Stakeholder Mapping |  Facilitation Alignment Mapping |  Agile ROAM Board |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | 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 | Medium | Low | Medium |
Timedifferent | 60–90 min | 1-2 h | 20-40 min initial, dann laufend | 2-4 h |
Participantsdifferent | 2-8 | 4-12 | 3-15 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions | ROAM Board, Owner List | 7S Assessment, Alignment Gaps, Change Actions |
Tags1 shared | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersStrategyFacilitation | RiskAgileTrackingAlignment | OrganizationStrategyAlignmentChange |