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| Criterion |  Business Strategy Strategy Map |  Business Strategy VMGS |  Facilitation Stakeholder Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 2-4 h workshop plus review | 2-4 h | 60–90 min | 30-60 min |
Participantsdifferent | 4-10 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Vision Statement, Mission Statement, Goals, Strategies | Stakeholder Map, Engagement Plan, Risk Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | AlignmentExecutionGoalsCausality | VisionGoalsStrategy | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentPlanning |