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| Criterion |  Business Strategy Balanced Scorecard |  Business Strategy Strategy Execution Loop |  Decision Making OODA Loop |  Decision Making DACI |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. |
Complexitydifferent | High | High | Medium | Low |
Timedifferent | Halber Tag bis mehrere Wochen | Initial 3-6 h, then monthly or quarterly reviews | 15-60 min je Zyklus | 30-60 min |
Participantsdifferent | 4-12 | 5-12 | 1-8 | 2-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Execution Loop, Review Cadence, Strategic Learning Log | Situation Assessment, Decision Loop, Action Updates | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | StrategyMetricsExecution | ExecutionCadenceLearningGovernance | DecisionChangeLearningStrategy | DecisionRolesGovernanceAlignment |