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| Criterion |  Product Strategy RICE Scoring |  Facilitation Stakeholder Salience Model |  Product Strategy KPI Tree |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | When many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. | 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 60-90 min | 60-90 min | 90-180 min initial, dann laufend | 30-60 min |
Participantsdifferent | 2-10 | 3-6 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | RICE Scores, Ranked List, Assumption Log | Salience Diagram, Strategy per Class | KPI Tree, Owner List | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | PrioritizationScoringRoadmapTradeoffs | StakeholdersFacilitationAlignmentGovernance | MetricsStrategyAlignmentMeasurement | StakeholdersFacilitationAlignmentPlanning |