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| Criterion |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |  Agile ROAM Board |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | 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 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. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 60–90 min | 2-4 h | 20-40 min initial, dann laufend | 60-90 min |
Participantsdifferent | 2-8 | 3-12 | 3-15 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions | ROAM Board, Owner List | Salience Diagram, Strategy per Class |
Tags1 shared | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange | RiskAgileTrackingAlignment | StakeholdersFacilitationAlignmentGovernance |