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| Criterion |  Facilitation Stakeholder Mapping |  Business Strategy SWOT Analysis |  Business Strategy GAP Analysis |  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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | 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 | Low | Low | Medium | Medium |
Timedifferent | 60–90 min | 30-60 min | 1-3 h | 2-4 h |
Participantsdifferent | 2-8 | 3-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | SWOT matrix, Strategic options, Action list | Gap Matrix, Action Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | StrategyAnalysisMarketPositioning | StrategyAnalysisPlanning | OrganizationStrategyAlignmentChange |