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| Criterion |  Business Strategy GAP Analysis |  Delivery Shape Up |  Facilitation Stakeholder Salience Model |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | Shape Up helps clarify scope, sequence, and delivery flow. It makes work boundaries and decisions explicit and captures results as pitches, bet-table decisions, and hill charts. | 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 | 1-3 h | 6 Wochen Cycle + 2 Wochen Cool-Down | 60-90 min | 60–90 min |
Participantsdifferent | 2-8 | 2-4 pro Pitch | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Pitches, Bet-table decisions, Hill charts, Cooldown outcomes | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | StrategyAnalysisPlanning | PlanningDeliveryAutonomy | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange |