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| Criterion |  Operations Time Blocking |  Product Strategy Impact Mapping |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 | 15-30 min Planung, laufend | 45-90 min | 60–90 min | 2-4 h |
Participantsdifferent | 1 | 3-8 | 2-8 | 3-12 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Blocked Calendar, Capacity View, Focus Plan | Impact Map, Outcome Hypotheses, Delivery Options | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | PlanningTime managementFocus | OutcomesStrategyBehaviorPlanning | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange |