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| Criterion |  Business Strategy Balanced Scorecard |  Facilitation Power Interest Grid |  Product Strategy Impact Mapping |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 30-60 min | 45-90 min | 1-2 h |
Participantsdifferent | 4-12 | 2-8 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Power Interest Grid, Strategy per Stakeholder | Impact Map, Outcome Hypotheses, Delivery Options | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StrategyMetricsExecution | StakeholdersFacilitationAlignmentPlanning | OutcomesStrategyBehaviorPlanning | AlignmentStakeholdersStrategyFacilitation |