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| Criterion |  Business Strategy VMGS |  Facilitation Power Interest Grid |  Business Strategy McKinsey 7S |  Product Strategy Product Vision Board |
|---|---|---|---|---|
Purposedifferent | VMGS arranges vision, mission, goals, and strategies into a clear guiding logic. Direction, purpose, and priorities are connected so teams can decide more coherently. | 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. | 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 a product needs a shared direction, it connects target audience, benefit, and business picture in a clear vision. It makes the envisioned future legible for the team. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 2-4 h | 30-60 min | 2-4 h | 1-2 h |
Participantsdifferent | 3-12 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Vision Statement, Mission Statement, Goals, Strategies | Power Interest Grid, Strategy per Stakeholder | 7S Assessment, Alignment Gaps, Change Actions | Product Vision Board, Vision Statement, Assumptions and Validation Questions |
Tagsno overlap | VisionGoalsStrategy | StakeholdersFacilitationAlignmentPlanning | OrganizationStrategyAlignmentChange | VisionCanvasStrategyAlignment |