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| Criterion |  Business Strategy Strategy Execution Loop |  Delivery RAID Log |  Facilitation Stakeholder Mapping |  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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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. | 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 min Setup, dann laufend | 60–90 min | 60-90 min |
Participantsdifferent | 5-12 | 1-3 maintaining, briefing for everyone | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | RAID Log, Status Report Source | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | ExecutionCadenceLearningGovernance | RiskTrackingStakeholdersGovernance | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |