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| Criterion |  Business Strategy Balanced Scorecard |  Business Strategy TOWS Matrix |  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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | 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 | Medium | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 1-2 h | 60-90 min |
Participantsdifferent | 4-12 | 3-10 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | TOWS Matrix, Strategic Options, Priority Actions | Salience Diagram, Strategy per Class |
Tagsno overlap | StrategyMetricsExecution | StrategyAnalysisOptions | StakeholdersFacilitationAlignmentGovernance |
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