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| Criterion |  Business Strategy Value Chain Analysis |  Facilitation Alignment Mapping |  Delivery RAID Log |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | Half day | 1-2 h | 30 min Setup, dann laufend | 60-90 min |
Participantsdifferent | 3-8 | 4-12 | 1-3 maintaining, briefing for everyone | 3-6 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Value Chain Map, Lever List | Alignment Map, Open Issues, Decision Questions | RAID Log, Status Report Source | Salience Diagram, Strategy per Class |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | AlignmentStakeholdersStrategyFacilitation | RiskTrackingStakeholdersGovernance | StakeholdersFacilitationAlignmentGovernance |