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| Criterion |  Agile ROAM Board |  Business Strategy Strategy Execution Loop |  Facilitation Stakeholder Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | Low | High | Low | Low |
Timedifferent | 20-40 min initial, dann laufend | Initial 3-6 h, then monthly or quarterly reviews | 60–90 min | 30-60 min |
Participantsdifferent | 3-15 | 5-12 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ROAM Board, Owner List | Execution Loop, Review Cadence, Strategic Learning Log | Stakeholder Map, Engagement Plan, Risk Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | RiskAgileTrackingAlignment | ExecutionCadenceLearningGovernance | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentPlanning |