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| Criterion |  Business Strategy Strategy Execution Loop |  Facilitation Alignment Mapping |  Business Strategy Balanced Scorecard |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | 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 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 1-2 h | Halber Tag bis mehrere Wochen | 60–90 min |
Participantsdifferent | 5-12 | 4-12 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Alignment Map, Open Issues, Decision Questions | Balanced Scorecard, Strategic Measures, Initiative Map | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ExecutionCadenceLearningGovernance | AlignmentStakeholdersStrategyFacilitation | StrategyMetricsExecution | StakeholdersAlignmentFacilitationChange |