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| Criterion |  Product Discovery Working Backwards |  Facilitation Stakeholder Salience Model |  Product Strategy KPI Tree |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | When the target state and benefit need to be clear first, it thinks backward from the desired outcome into the product logic. It sharpens vision, objections, and value proposition before elaboration. | 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 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 | Medium | Medium | Medium | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 60-90 min | 90-180 min initial, dann laufend | 30-60 min |
Participantsdifferent | 2-6 | 3-6 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Salience Diagram, Strategy per Class | KPI Tree, Owner List | Power Interest Grid, Strategy per Stakeholder |
Tags1 shared | VisionNarrativeAlignment | StakeholdersFacilitationAlignmentGovernance | MetricsStrategyAlignmentMeasurement | StakeholdersFacilitationAlignmentPlanning |