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| Criterion |  Facilitation Stakeholder Mapping |  Business Strategy Scenario Planning |  Facilitation Power Interest Grid |  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. | 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 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. | 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 | High | Low | Medium |
Timedifferent | 60–90 min | 0.5-2 Tage | 30-60 min | 2-4 h |
Participantsdifferent | 2-8 | 4-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Scenario Set, Strategic Implications, Robust Options | Power Interest Grid, Strategy per Stakeholder | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | StrategyUncertaintyPlanning | StakeholdersFacilitationAlignmentPlanning | OrganizationStrategyAlignmentChange |