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| Criterion |  Facilitation 3-Circle Venn Diagram |  Product Strategy KPI Tree |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | 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 | Low | Medium | Low | Medium |
Timedifferent | 15-45 min | 90-180 min initial, dann laufend | 60–90 min | 2-4 h |
Participantsdifferent | 2-8 | 3-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Venn Diagram, Overlap Notes, Differentiators | KPI Tree, Owner List | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tags1 shared | ComparisonFacilitationAlignment | MetricsStrategyAlignmentMeasurement | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange |