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| Criterion |  Product Strategy Impact Mapping |  Facilitation Alignment Mapping |  Product Discovery Outcome-Driven Innovation |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | 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 | Medium | High | Medium |
Timedifferent | 45-90 min | 1-2 h | Mehrere Wochen | 60-90 min |
Participantsdifferent | 3-8 | 4-12 | 2-6 researchers plus sample | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Alignment Map, Open Issues, Decision Questions | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Salience Diagram, Strategy per Class |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | AlignmentStakeholdersStrategyFacilitation | OutcomesInnovationResearchQuantitative | StakeholdersFacilitationAlignmentGovernance |