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| Criterion |  Business Strategy VMGS |  Business Strategy Strategy Map |  Facilitation Stakeholder Salience Model |  Product Strategy Product Vision Board |
|---|---|---|---|---|
Purposedifferent | VMGS arranges vision, mission, goals, and strategies into a clear guiding logic. Direction, purpose, and priorities are connected so teams can decide more coherently. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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. | When a product needs a shared direction, it connects target audience, benefit, and business picture in a clear vision. It makes the envisioned future legible for the team. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 2-4 h | 2-4 h workshop plus review | 60-90 min | 1-2 h |
Participantsdifferent | 3-12 | 4-10 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Vision Statement, Mission Statement, Goals, Strategies | Strategy Map, Objective Set, Cause-Effect Hypotheses | Salience Diagram, Strategy per Class | Product Vision Board, Vision Statement, Assumptions and Validation Questions |
Tagsno overlap | VisionGoalsStrategy | AlignmentExecutionGoalsCausality | StakeholdersFacilitationAlignmentGovernance | VisionCanvasStrategyAlignment |