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| Criterion |  Business Strategy Strategy Execution Loop |  Facilitation Stakeholder Mapping |  Product Strategy KPI Tree |  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 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 metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and 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 | Medium | Medium |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 60–90 min | 90-180 min initial, dann laufend | 60-90 min |
Participantsdifferent | 5-12 | 2-8 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Stakeholder Map, Engagement Plan, Risk Notes | KPI Tree, Owner List | Salience Diagram, Strategy per Class |
Tagsno overlap | ExecutionCadenceLearningGovernance | StakeholdersAlignmentFacilitationChange | MetricsStrategyAlignmentMeasurement | StakeholdersFacilitationAlignmentGovernance |