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| Criterion |  Business Strategy Strategy Map |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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. | 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. | 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 | Medium | Medium | Low | Medium |
Timedifferent | 2-4 h workshop plus review | 1-2 h | 60–90 min | 2-4 h |
Participantsdifferent | 4-10 | 4-12 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tags1 shared | AlignmentExecutionGoalsCausality | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange |