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| Criterion |  Facilitation Stakeholder Salience Model |  Business Strategy McKinsey 7S |  Business Strategy Business Model Stress Test |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based 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. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 60-90 min | 2-4 h | Half day | 60–90 min |
Participantsdifferent | 3-6 | 3-12 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Salience Diagram, Strategy per Class | 7S Assessment, Alignment Gaps, Change Actions | Stress Test Report, Action Plan per Scenario | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | OrganizationStrategyAlignmentChange | StrategyBusiness modelRiskDiagnosis | StakeholdersAlignmentFacilitationChange |