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| Criterion |  Business Strategy TOWS Matrix |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |  Facilitation 3-Circle Venn Diagram |
|---|---|---|---|---|
Purposedifferent | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-2 h | 60–90 min | 2-4 h | 15-45 min |
Participantsdifferent | 3-10 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | TOWS Matrix, Strategic Options, Priority Actions | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions | Venn Diagram, Overlap Notes, Differentiators |
Tagsno overlap | StrategyAnalysisOptions | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange | ComparisonFacilitationAlignment |