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| Criterion |  Facilitation Timeline |  Business Strategy GAP Analysis |  Product Strategy KPI Tree |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | When a project, incident, or change process is only remembered in fragments, Timeline brings the sequence back into a readable form. It makes turning points, precursors, and after-effects recognizable over the course of time. | 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. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | 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 | Low | Medium | Medium | Low |
Timedifferent | 30-90 min | 1-3 h | 90-180 min initial, dann laufend | 30-60 min |
Participantsdifferent | 2-12 | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Timeline, Milestones, Insight Notes | Gap Matrix, Action Plan, Risk Notes | KPI Tree, Owner List | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | TimelineFacilitationSequence | StrategyAnalysisPlanning | MetricsStrategyAlignmentMeasurement | StakeholdersFacilitationAlignmentPlanning |