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| Criterion |  Business Strategy Balanced Scorecard |  Operations Weekly Review |  Facilitation Alignment Mapping |  Facilitation Stakeholder 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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | 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. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 30-60 min | 1-2 h | 60–90 min |
Participantsdifferent | 4-12 | 1 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Updated Task System, Weekly Focus, Next Actions | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | StrategyMetricsExecution | ProductivityExecutionPlanning | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |