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| Criterion |  Product Strategy OKRs |  Facilitation Power Interest Grid |  Product Strategy GIST Planning |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | 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. | GIST Planning helps clarify target groups, value, goals, and priorities. It links customer value, product logic, and decision priorities, and captures the result as goals, an idea bank, and a step-project 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-2 h Setup | 30-60 min | Wochen bis Monate je Goal | 60-90 min |
Participantsdifferent | 2-20 | 2-8 | 3-10 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | OKR set, Measurement plan, Review cadence | Power Interest Grid, Strategy per Stakeholder | Goals, Idea bank, Step-project list, Tasks, Learning reports | Salience Diagram, Strategy per Class |
Tagsno overlap | GoalsAlignmentOutcomesMeasurement | StakeholdersFacilitationAlignmentPlanning | RoadmapOutcomesPlanningExperiments | StakeholdersFacilitationAlignmentGovernance |