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| Criterion |  Business Strategy Strategy Map |  Facilitation Power Interest Grid |  Product Strategy SMART Goals |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 2-4 h workshop plus review | 30-60 min | 15-30 min | 60–90 min |
Participantsdifferent | 4-10 | 2-8 | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Power Interest Grid, Strategy per Stakeholder | SMART Goal, Measurement Note, Deadline | Stakeholder Map, Engagement Plan, Risk Notes |
Tags1 shared | AlignmentExecutionGoalsCausality | StakeholdersFacilitationAlignmentPlanning | GoalsPlanningMeasurementAlignment | StakeholdersAlignmentFacilitationChange |