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| Criterion |  Product Strategy KPI Tree |  Facilitation Stakeholder Salience Model |  Decision Making Decision Rights Mapping |
|---|---|---|---|
Purposedifferent | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 90-180 min initial, dann laufend | 60-90 min | 90-180 min |
Participantsdifferent | 3-8 | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | KPI Tree, Owner List | Salience Diagram, Strategy per Class | Decision Rights Matrix, Agreement |
Tags1 shared | MetricsStrategyAlignmentMeasurement | StakeholdersFacilitationAlignmentGovernance | DecisionGovernanceAlignmentResponsibility |
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