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| Criterion |  Business Strategy Strategy Map |  Business Strategy VMGS |  Facilitation Power Interest Grid |  Facilitation Alignment 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. | VMGS arranges vision, mission, goals, and strategies into a clear guiding logic. Direction, purpose, and priorities are connected so teams can decide more coherently. | 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 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 | Medium | Medium | Low | Medium |
Timedifferent | 2-4 h workshop plus review | 2-4 h | 30-60 min | 1-2 h |
Participantsdifferent | 4-10 | 3-12 | 2-8 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Vision Statement, Mission Statement, Goals, Strategies | Power Interest Grid, Strategy per Stakeholder | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | AlignmentExecutionGoalsCausality | VisionGoalsStrategy | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersStrategyFacilitation |