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| Criterion |  Facilitation Stakeholder Salience Model |  Business Strategy Value Chain Analysis |  Business Strategy McKinsey 7S |  Facilitation Alignment 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. | 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. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 60-90 min | Half day | 2-4 h | 1-2 h |
Participantsdifferent | 3-6 | 3-8 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | Value Chain Map, Lever List | 7S Assessment, Alignment Gaps, Change Actions | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | StrategyBusiness modelDiagnosisAnalysis | OrganizationStrategyAlignmentChange | AlignmentStakeholdersStrategyFacilitation |