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| Criterion |  Business Strategy GAP Analysis |  Facilitation Power Interest Grid |  Product Strategy Impact Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 30-60 min | 45-90 min | 60-90 min |
Participantsdifferent | 2-8 | 2-8 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Power Interest Grid, Strategy per Stakeholder | Impact Map, Outcome Hypotheses, Delivery Options | Salience Diagram, Strategy per Class |
Tagsno overlap | StrategyAnalysisPlanning | StakeholdersFacilitationAlignmentPlanning | OutcomesStrategyBehaviorPlanning | StakeholdersFacilitationAlignmentGovernance |