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| Criterion |  Operations Bottleneck Analysis |  Facilitation Stakeholder Salience Model |  Product Strategy KPI Tree |
|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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 metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 1-3 h | 60-90 min | 90-180 min initial, dann laufend |
Participantsdifferent | 3-8 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Salience Diagram, Strategy per Class | KPI Tree, Owner List |
Tagsno overlap | FlowMeasurementConstraints | StakeholdersFacilitationAlignmentGovernance | MetricsStrategyAlignmentMeasurement |
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