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| Criterion |  Business Strategy Strategy Execution Loop |  Facilitation Power Interest Grid |  Agile ROAM Board |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 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 work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | 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 | High | Low | Low | Medium |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 30-60 min | 20-40 min initial, dann laufend | 60-90 min |
Participantsdifferent | 5-12 | 2-8 | 3-15 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Power Interest Grid, Strategy per Stakeholder | ROAM Board, Owner List | Salience Diagram, Strategy per Class |
Tagsno overlap | ExecutionCadenceLearningGovernance | StakeholdersFacilitationAlignmentPlanning | RiskAgileTrackingAlignment | StakeholdersFacilitationAlignmentGovernance |