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| Criterion |  Delivery Value Stream Mapping |  Business Strategy McKinsey 7S |  Facilitation Stakeholder Mapping |
|---|---|---|---|
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. | 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 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. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 1-3 h | 2-4 h | 60–90 min |
Participantsdifferent | 4-10 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | 7S Assessment, Alignment Gaps, Change Actions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | LeanFlowWasteDelivery | OrganizationStrategyAlignmentChange | StakeholdersAlignmentFacilitationChange |
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