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| Criterion |  Business Strategy PESTLE Analysis |  Product Strategy KPI Tree |  Facilitation Power Interest Grid |  Business Strategy GAP Analysis |
|---|---|---|---|---|
Purposedifferent | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | 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 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 90-180 min initial, dann laufend | 30-60 min | 1-3 h |
Participantsdifferent | 2-10 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | PESTLE Map, External Risks, Strategic Questions | KPI Tree, Owner List | Power Interest Grid, Strategy per Stakeholder | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | StrategyMarketAnalysis | MetricsStrategyAlignmentMeasurement | StakeholdersFacilitationAlignmentPlanning | StrategyAnalysisPlanning |