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| Criterion |  Business Strategy Strategy Execution Loop |  Facilitation Stakeholder Mapping |  Agile ROAM Board |  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 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 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 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 | 60–90 min | 20-40 min initial, dann laufend | 1-2 h |
Participantsdifferent | 5-12 | 2-8 | 3-15 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Stakeholder Map, Engagement Plan, Risk Notes | ROAM Board, Owner List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ExecutionCadenceLearningGovernance | StakeholdersAlignmentFacilitationChange | RiskAgileTrackingAlignment | AlignmentStakeholdersStrategyFacilitation |