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| Criterion |  Business Strategy Balanced Scorecard |  Business Strategy Strategy Execution Loop |  Decision Making DACI |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | High | High | Low | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | Initial 3-6 h, then monthly or quarterly reviews | 30-60 min | 90-180 min |
Participantsdifferent | 4-12 | 5-12 | 2-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Execution Loop, Review Cadence, Strategic Learning Log | DACI Matrix, Decision Owner, Decision Log | Decision Rights Matrix, Agreement |
Tagsno overlap | StrategyMetricsExecution | ExecutionCadenceLearningGovernance | DecisionRolesGovernanceAlignment | DecisionGovernanceAlignmentResponsibility |