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| Criterion |  Facilitation Stakeholder Salience Model |  Business Strategy McKinsey 7S |  Delivery RAID Log |  Agile ROAM Board |
|---|---|---|---|---|
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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 60-90 min | 2-4 h | 30 min Setup, dann laufend | 20-40 min initial, dann laufend |
Participantsdifferent | 3-6 | 3-12 | 1-3 maintaining, briefing for everyone | 3-15 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Salience Diagram, Strategy per Class | 7S Assessment, Alignment Gaps, Change Actions | RAID Log, Status Report Source | ROAM Board, Owner List |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | OrganizationStrategyAlignmentChange | RiskTrackingStakeholdersGovernance | RiskAgileTrackingAlignment |