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| Criterion |  Product Strategy Value Proposition Canvas |  Operations PDCA Cycle |  Facilitation Stakeholder Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | When the value proposition and customer expectation drift apart, it makes fit and mismatch legible. It shows where offering and need don't yet come together. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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 | Low | Low | Low |
Timedifferent | 1-2 h | 1 h bis mehrere Wochen | 60–90 min | 30-60 min |
Participantsdifferent | 2-8 | 1-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Value Proposition Canvas, Fit Gaps, Hypotheses | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Stakeholder Map, Engagement Plan, Risk Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | ValueNeedsStrategy | Continuous improvementLeanExperiments | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentPlanning |