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| Criterion |  Business Strategy SWOT Analysis |  Facilitation Stakeholder Mapping |  Facilitation Power Interest Grid |  Business Strategy GAP Analysis |
|---|---|---|---|---|
Purposedifferent | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 30-60 min | 60–90 min | 30-60 min | 1-3 h |
Participantsdifferent | 3-12 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | SWOT matrix, Strategic options, Action list | Stakeholder Map, Engagement Plan, Risk Notes | Power Interest Grid, Strategy per Stakeholder | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | StrategyAnalysisMarketPositioning | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentPlanning | StrategyAnalysisPlanning |