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| Criterion |  Business Strategy Balanced Scorecard |  Facilitation Power Interest Grid |  Facilitation Stakeholder Salience Model |
|---|---|---|---|
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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | High | Low | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 30-60 min | 60-90 min |
Participantsdifferent | 4-12 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Power Interest Grid, Strategy per Stakeholder | Salience Diagram, Strategy per Class |
Tagsno overlap | StrategyMetricsExecution | StakeholdersFacilitationAlignmentPlanning | StakeholdersFacilitationAlignmentGovernance |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
