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| Criterion |  Business Strategy GAP Analysis |  Business Strategy Strategy Map |  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. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 1-3 h | 2-4 h workshop plus review | 60-90 min |
Participantsdifferent | 2-8 | 4-10 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Strategy Map, Objective Set, Cause-Effect Hypotheses | Salience Diagram, Strategy per Class |
Tagsno overlap | StrategyAnalysisPlanning | AlignmentExecutionGoalsCausality | StakeholdersFacilitationAlignmentGovernance |
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