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| Criterion |  Decision Making Radar |  Business Strategy Balanced Scorecard |  Facilitation Stakeholder Salience Model |
|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 | High | Medium |
Timedifferent | 1-2 h | Halber Tag bis mehrere Wochen | 60-90 min |
Participantsdifferent | 2-10 | 4-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Balanced Scorecard, Strategic Measures, Initiative Map | Salience Diagram, Strategy per Class |
Tagsno overlap | AssessmentPortfolioCapability | StrategyMetricsExecution | StakeholdersFacilitationAlignmentGovernance |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
