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| Criterion |  Product Discovery Concierge MVP |  Facilitation Alignment Mapping |  Facilitation Stakeholder Salience Model |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | When an idea can first fail or grow through genuine hands-on support, it relies on manual work instead of automation. It shows whether user value holds up even under manual execution. | 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 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 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 | Medium | Medium | Medium | Low |
Timedifferent | 1-4 Wochen | 1-2 h | 60-90 min | 60–90 min |
Participantsdifferent | 3-10 Kunden | 4-12 | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Concierge Learnings, Service Blueprint, MVP Risks | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | MVPValidationServiceDiscovery | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange |