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| Criterion |  Product Strategy Impact Mapping |  Facilitation Alignment Mapping |  Business Strategy Value Chain Analysis |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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 | Medium | High | Low |
Timedifferent | 45-90 min | 1-2 h | Half day | 30-60 min |
Participantsdifferent | 3-8 | 4-12 | 3-8 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Alignment Map, Open Issues, Decision Questions | Value Chain Map, Lever List | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | AlignmentStakeholdersStrategyFacilitation | StrategyBusiness modelDiagnosisAnalysis | StakeholdersFacilitationAlignmentPlanning |