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| Criterion |  Business Strategy Scenario Planning |  Product Strategy KPI Tree |  Facilitation Power Interest Grid |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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. | 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 | High | Medium | Low | Medium |
Timedifferent | 0.5-2 Tage | 90-180 min initial, dann laufend | 30-60 min | 1-2 h |
Participantsdifferent | 4-12 | 3-8 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | KPI Tree, Owner List | Power Interest Grid, Strategy per Stakeholder | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StrategyUncertaintyPlanning | MetricsStrategyAlignmentMeasurement | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersStrategyFacilitation |