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| Criterion |  Operations Bottleneck Analysis |  Business Strategy Strategy Execution Loop |  Decision Making Decision Tree |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Medium | High | Medium | Medium |
Timedifferent | 1-3 h | Initial 3-6 h, then monthly or quarterly reviews | 30-90 min | 90-180 min |
Participantsdifferent | 3-8 | 5-12 | 1-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Execution Loop, Review Cadence, Strategic Learning Log | Decision Tree, Option Map, Assumption List | Decision Rights Matrix, Agreement |
Tagsno overlap | FlowMeasurementConstraints | ExecutionCadenceLearningGovernance | DecisionTreeOptions | DecisionGovernanceAlignmentResponsibility |