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| Criterion |  Business Strategy Strategic, Tactical and Operational Planning |  Facilitation Power Interest Grid |  Facilitation Stakeholder Salience Model |
|---|---|---|---|
Purposedifferent | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. | 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 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. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 90-180 min | 30-60 min | 60-90 min |
Participantsdifferent | 4-12 | 2-8 | 3-6 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Power Interest Grid, Strategy per Stakeholder | Salience Diagram, Strategy per Class |
Tagsno overlap | CadenceGovernanceExecution | StakeholdersFacilitationAlignmentPlanning | StakeholdersFacilitationAlignmentGovernance |
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