View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Product Discovery Working Backwards |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | When the target state and benefit need to be clear first, it thinks backward from the desired outcome into the product logic. It sharpens vision, objections, and value proposition before elaboration. | 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. | 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. | 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 | Medium | Low | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 1-2 h | 60–90 min | 2-4 h |
Participantsdifferent | 2-6 | 4-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tags1 shared | VisionNarrativeAlignment | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange |