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| Criterion |  Business Strategy PESTLE Analysis |  Facilitation Power Interest Grid |  Facilitation Stakeholder Salience Model |  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 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 30-60 min | 60-90 min | 1-3 h |
Participantsdifferent | 2-10 | 2-8 | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | PESTLE Map, External Risks, Strategic Questions | Power Interest Grid, Strategy per Stakeholder | Salience Diagram, Strategy per Class | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | StrategyMarketAnalysis | StakeholdersFacilitationAlignmentPlanning | StakeholdersFacilitationAlignmentGovernance | StrategyAnalysisPlanning |