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| Criterion |  Business Strategy Strategy Execution Loop |  Facilitation Expectation Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|
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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. |
Complexitydifferent | High | Low | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 45-90 min | 30-60 min |
Participantsdifferent | 5-12 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Expectation Map, Alignment Notes, Agreements | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | ExecutionCadenceLearningGovernance | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentPlanning |
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