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| Criterion |  Business Strategy GAP Analysis |  Facilitation Stakeholder Mapping |  Product Strategy Impact Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 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 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 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 60–90 min | 45-90 min | 30-60 min |
Participantsdifferent | 2-8 | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Stakeholder Map, Engagement Plan, Risk Notes | Impact Map, Outcome Hypotheses, Delivery Options | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | StrategyAnalysisPlanning | StakeholdersAlignmentFacilitationChange | OutcomesStrategyBehaviorPlanning | StakeholdersFacilitationAlignmentPlanning |