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| Criterion |  Business Strategy Strategy Map |  Delivery Communication Plan |  Facilitation Stakeholder Salience Model |  Product Strategy SMART Goals |
|---|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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. | When goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 2-4 h workshop plus review | 45-90 min | 60-90 min | 15-30 min |
Participantsdifferent | 4-10 | 2-6 | 3-6 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Communication Plan, Channel Matrix, Message Cadence | Salience Diagram, Strategy per Class | SMART Goal, Measurement Note, Deadline |
Tagsno overlap | AlignmentExecutionGoalsCausality | CommunicationStakeholdersDeliveryPlanning | StakeholdersFacilitationAlignmentGovernance | GoalsPlanningMeasurementAlignment |