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| Criterion |  Business Strategy Strategy Map |  Facilitation Stakeholder Salience Model |  Business Strategy Balanced Scorecard |  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 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 | Medium | High | Low |
Timedifferent | 2-4 h workshop plus review | 60-90 min | Halber Tag bis mehrere Wochen | 60–90 min |
Participantsdifferent | 4-10 | 3-6 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Salience Diagram, Strategy per Class | Balanced Scorecard, Strategic Measures, Initiative Map | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | AlignmentExecutionGoalsCausality | StakeholdersFacilitationAlignmentGovernance | StrategyMetricsExecution | StakeholdersAlignmentFacilitationChange |