View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Systems Thinking Wardley Mapping |  Facilitation Power Interest Grid |  Business Strategy McKinsey 7S |
|---|---|---|---|
Purposedifferent | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | 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. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 1-3 h | 30-60 min | 2-4 h |
Participantsdifferent | 2-10 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Wardley Map, Strategic Options, Evolution Notes | Power Interest Grid, Strategy per Stakeholder | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | StrategySystems thinkingDynamics | StakeholdersFacilitationAlignmentPlanning | OrganizationStrategyAlignmentChange |
Often compared together
Methods with strong topical overlap with the current selection, not yet in the comparison.
