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| Criterion |  Delivery Value Stream Mapping |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 1-2 h | 2-4 h | 30-60 min |
Participantsdifferent | 4-10 | 4-12 | 3-12 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | LeanFlowWasteDelivery | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentPlanning |