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| Criterion |  Business Strategy Balanced Scorecard |  Facilitation Stakeholder Salience Model |  Agile ROAM Board |
|---|---|---|---|
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 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. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. |
Complexitydifferent | High | Medium | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 60-90 min | 20-40 min initial, dann laufend |
Participantsdifferent | 4-12 | 3-6 | 3-15 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Salience Diagram, Strategy per Class | ROAM Board, Owner List |
Tagsno overlap | StrategyMetricsExecution | StakeholdersFacilitationAlignmentGovernance | RiskAgileTrackingAlignment |
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