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| Criterion |  Business Strategy Strategy Map |  Facilitation Expectation Mapping |  Facilitation Power Interest Grid |  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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 2-4 h workshop plus review | 45-90 min | 30-60 min | 15-30 min |
Participantsdifferent | 4-10 | 3-12 | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Expectation Map, Alignment Notes, Agreements | Power Interest Grid, Strategy per Stakeholder | SMART Goal, Measurement Note, Deadline |
Tags1 shared | AlignmentExecutionGoalsCausality | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentPlanning | GoalsPlanningMeasurementAlignment |