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| Criterion |  Agile ROAM Board |  Business Strategy Strategy Execution Loop |  Facilitation Power Interest Grid |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 20-40 min initial, dann laufend | Initial 3-6 h, then monthly or quarterly reviews | 30-60 min | 1-2 h |
Participantsdifferent | 3-15 | 5-12 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | ROAM Board, Owner List | Execution Loop, Review Cadence, Strategic Learning Log | Power Interest Grid, Strategy per Stakeholder | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | RiskAgileTrackingAlignment | ExecutionCadenceLearningGovernance | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersStrategyFacilitation |