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| Criterion |  Product Strategy Value Proposition Canvas |  Facilitation Power Interest Grid |  Facilitation Storytelling |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | 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. | When an insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-2 h | 30-60 min | 45-120 min | 60–90 min |
Participantsdifferent | 2-8 | 2-8 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Value Proposition Canvas, Fit Gaps, Hypotheses | Power Interest Grid, Strategy per Stakeholder | Narrative Outline, Key Message, Story Arc | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ValueNeedsStrategy | StakeholdersFacilitationAlignmentPlanning | CommunicationNarrativeStakeholdersFacilitation | StakeholdersAlignmentFacilitationChange |