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| Criterion |  Product Strategy Impact Mapping |  Business Strategy TOWS Matrix |  Facilitation Stakeholder Salience Model |  Business Strategy GAP Analysis |
|---|---|---|---|---|
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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | 1-2 h | 60-90 min | 1-3 h |
Participantsdifferent | 3-8 | 3-10 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | TOWS Matrix, Strategic Options, Priority Actions | Salience Diagram, Strategy per Class | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | StrategyAnalysisOptions | StakeholdersFacilitationAlignmentGovernance | StrategyAnalysisPlanning |