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| Criterion |  Facilitation Stakeholder Mapping |  Product Strategy SMART Goals |  Business Strategy McKinsey 7S |  Product Strategy KPI Tree |
|---|---|---|---|---|
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 goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | 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 metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 60–90 min | 15-30 min | 2-4 h | 90-180 min initial, dann laufend |
Participantsdifferent | 2-8 | 1-8 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | SMART Goal, Measurement Note, Deadline | 7S Assessment, Alignment Gaps, Change Actions | KPI Tree, Owner List |
Tags1 shared | StakeholdersAlignmentFacilitationChange | GoalsPlanningMeasurementAlignment | OrganizationStrategyAlignmentChange | MetricsStrategyAlignmentMeasurement |