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| Criterion |  Product Strategy Impact Mapping |  Business Strategy Balanced Scorecard |  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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 | High | Medium |
Timedifferent | 45-90 min | Halber Tag bis mehrere Wochen | 60-90 min |
Participantsdifferent | 3-8 | 4-12 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Balanced Scorecard, Strategic Measures, Initiative Map | Salience Diagram, Strategy per Class |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | StrategyMetricsExecution | StakeholdersFacilitationAlignmentGovernance |
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