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| Criterion |  Operations RACI Matrix |  Business Strategy Strategy Execution Loop |  Facilitation Responsibility Poker |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 45-90 min | Initial 3-6 h, then monthly or quarterly reviews | 45-90 min | 20-45 min |
Participantsdifferent | 2-8 | 5-12 | 3-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | RACI Matrix, Responsibility Map, Decision Notes | Execution Loop, Review Cadence, Strategic Learning Log | Responsibility Map, Role Agreements, Open Questions | Lessons learned, Action items, Event summary |
Tagsno overlap | RolesResponsibilityGovernanceOperations | ExecutionCadenceLearningGovernance | RolesResponsibilityTeamFacilitation | LearningOperationsImprovement |