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| Criterion |  Growth Flywheel |  Business Strategy Strategy Execution Loop |  Business Strategy Balanced Scorecard |  Business Strategy Ansoff Matrix |
|---|---|---|---|---|
Purposedifferent | Growth often breaks down where a reinforcing mechanism builds up too much friction. A Flywheel shows the cycle of value, repetition, and reinforcement meant to sustain growth. | 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. | 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 Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. |
Complexitydifferent | Medium | High | High | Low |
Timedifferent | 60-120 min | Initial 3-6 h, then monthly or quarterly reviews | Halber Tag bis mehrere Wochen | 45-90 min |
Participantsdifferent | 3-8 | 5-12 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Flywheel Map, Friction Points, Growth Levers, Experiment Backlog | Execution Loop, Review Cadence, Strategic Learning Log | Balanced Scorecard, Strategic Measures, Initiative Map | Ansoff Matrix, Growth Options, Risk Notes |
Tagsno overlap | GrowthRetentionConversion | ExecutionCadenceLearningGovernance | StrategyMetricsExecution | GrowthStrategyMarketPortfolio |