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| Criterion |  Facilitation Stakeholder Mapping |  Business Strategy Value Chain Analysis |  Business Strategy Business Model Stress Test |  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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | 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 | High | Medium |
Timedifferent | 60–90 min | Half day | Half day | 2-4 h |
Participantsdifferent | 2-8 | 3-8 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Value Chain Map, Lever List | Stress Test Report, Action Plan per Scenario | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | StrategyBusiness modelDiagnosisAnalysis | StrategyBusiness modelRiskDiagnosis | OrganizationStrategyAlignmentChange |