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| Criterion |  Operations Ivy Lee Method |  Product Strategy DIBB |  Decision Making OODA Loop |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
Purposedifferent | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. |
Complexitydifferent | Low | Low | Medium | High |
Timedifferent | 5-10 min daily | 1-2 h | 15-60 min je Zyklus | Halber Tag bis mehrere Wochen |
Participantsdifferent | 1 | 2-8 | 1-8 | 4-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Daily Priority List, Completion Notes | DIBB document, Belief list, Bet list, Learning report | Situation Assessment, Decision Loop, Action Updates | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | PrioritizationProductivityExecution | StrategyDecisionAssumptionsHypothesis | DecisionChangeLearningStrategy | StrategyMetricsExecution |