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| Criterion |  Decision Making OODA Loop |  Business Strategy Balanced Scorecard |  Architecture Architecture Decision Record |  Business Strategy Strategy Execution Loop |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | An ADR permanently records an architecture decision with context, trade-offs, and consequence. It creates continuity for later changes because the decision path stays traceable. | 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. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 15-60 min je Zyklus | Halber Tag bis mehrere Wochen | 15-45 min | Initial 3-6 h, then monthly or quarterly reviews |
Participantsdifferent | 1-8 | 4-12 | 1-3 | 5-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Balanced Scorecard, Strategic Measures, Initiative Map | ADR File, Decision Log, Rationale | Execution Loop, Review Cadence, Strategic Learning Log |
Tagsno overlap | DecisionChangeLearningStrategy | StrategyMetricsExecution | ArchitectureRationaleDocumentationGovernance | ExecutionCadenceLearningGovernance |