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| Criterion |  Facilitation Stakeholder Mapping |  Business Strategy Value Chain Analysis |  Facilitation 3-Circle Venn Diagram |  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. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. | 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 | Half day | 15-45 min | 2-4 h |
Participantsdifferent | 2-8 | 3-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Value Chain Map, Lever List | Venn Diagram, Overlap Notes, Differentiators | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | StrategyBusiness modelDiagnosisAnalysis | ComparisonFacilitationAlignment | OrganizationStrategyAlignmentChange |