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| Criterion |  Business Strategy Balanced Scorecard |  Business Strategy Strategic, Tactical and Operational Planning |  Business Strategy Strategy Execution Loop |
|---|---|---|---|
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. | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. |
Complexitydifferent | High | Medium | High |
Timedifferent | Halber Tag bis mehrere Wochen | 90-180 min | Initial 3-6 h, then monthly or quarterly reviews |
Participantsdifferent | 4-12 | 4-12 | 5-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Execution Loop, Review Cadence, Strategic Learning Log |
Tags1 shared | StrategyMetricsExecution | CadenceGovernanceExecution | ExecutionCadenceLearningGovernance |
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