View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Business Strategy Strategy Map |  Business Strategy McKinsey 7S |  Facilitation Stakeholder Salience Model |
|---|---|---|---|
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. | 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 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 2-4 h workshop plus review | 2-4 h | 60-90 min |
Participantsdifferent | 4-10 | 3-12 | 3-6 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | 7S Assessment, Alignment Gaps, Change Actions | Salience Diagram, Strategy per Class |
Tags1 shared | AlignmentExecutionGoalsCausality | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentGovernance |
Often compared together
Methods with strong topical overlap with the current selection, not yet in the comparison.
