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| Criterion |  Business Strategy Strategy Execution Loop |  Delivery Communication Plan |  Facilitation Power Interest Grid |  Facilitation Alignment 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 many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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 | Low | Low | Medium |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 45-90 min | 30-60 min | 1-2 h |
Participantsdifferent | 5-12 | 2-6 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Communication Plan, Channel Matrix, Message Cadence | Power Interest Grid, Strategy per Stakeholder | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ExecutionCadenceLearningGovernance | CommunicationStakeholdersDeliveryPlanning | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersStrategyFacilitation |