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| Criterion |  Business Strategy Balanced Scorecard |  Business Strategy Strategy Execution Loop |  Architecture C4 Model |
|---|---|---|---|
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. | 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. | The C4 Model makes a system legible across several resolution levels, from context down to code. It suits situations where different audiences need to understand the same architecture from different altitudes. |
Complexitydifferent | High | High | Low |
Timedifferent | Halber Tag bis mehrere Wochen | Initial 3-6 h, then monthly or quarterly reviews | 1-4 h |
Participantsdifferent | 4-12 | 5-12 | 1-5 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Execution Loop, Review Cadence, Strategic Learning Log | Context Diagram, Container Diagram, Component Diagram |
Tagsno overlap | StrategyMetricsExecution | ExecutionCadenceLearningGovernance | ArchitectureCommunicationVisualization |
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