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| Criterion |  Facilitation Stakeholder Mapping |  Business Strategy SWOT Analysis |  Facilitation Power Interest Grid |  Business Strategy GAP Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 60–90 min | 30-60 min | 30-60 min | 1-3 h |
Participantsdifferent | 2-8 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | SWOT matrix, Strategic options, Action list | Power Interest Grid, Strategy per Stakeholder | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | StrategyAnalysisMarketPositioning | StakeholdersFacilitationAlignmentPlanning | StrategyAnalysisPlanning |