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| Criterion |  Business Strategy Value Chain Analysis |  Decision Making Force Field Analysis |  Facilitation Alignment 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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 | 1-2 h | 2-4 h |
Participantsdifferent | 3-8 | 3-12 | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Force Field Map, Change Levers, Risk Notes | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions |
Tags1 shared | StrategyBusiness modelDiagnosisAnalysis | ChangeDecisionStrategy | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange |