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| Criterion |  Business Strategy Value Chain Analysis |  Facilitation Expectation Mapping |  Team Design Spotify Model Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | When a team landscape has grown without clear grouping, it maps roles and relationships onto the Spotify model. It clarifies responsibility, interaction, and load between teams. The result is captured as a Spotify model map and action list. | 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 | High | Low | Medium | Medium |
Timedifferent | Half day | 45-90 min | 90-180 min | 2-4 h |
Participantsdifferent | 3-8 | 3-12 | 5-15 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Expectation Map, Alignment Notes, Agreements | Spotify Model Map, Action List | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | AlignmentStakeholdersTeam | TeamOrganizationAlignmentDiagnosis | OrganizationStrategyAlignmentChange |