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| Criterion |  Innovation Design Sprint |  Product Strategy OKRs |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | 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. | 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 | Low | Medium |
Timedifferent | 4-5 Tage | 1-2 h Setup | 60–90 min | 60-90 min |
Participantsdifferent | 5-8 | 2-20 | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Prototype, Test Findings, Decision Rationale | OKR set, Measurement plan, Review cadence | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | Design sprintPrototypeValidationInnovation | GoalsAlignmentOutcomesMeasurement | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |