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| Criterion |  Business Strategy Balanced Scorecard |  Decision Making OODA Loop |  Product Strategy DIBB |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 15-60 min je Zyklus | 1-2 h | 45-90 min |
Participantsdifferent | 4-12 | 1-8 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Situation Assessment, Decision Loop, Action Updates | DIBB document, Belief list, Bet list, Learning report | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | StrategyMetricsExecution | DecisionChangeLearningStrategy | StrategyDecisionAssumptionsHypothesis | AssumptionsRiskDecisionDiscovery |