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| Criterion |  Agile Scrum |  Decision Making OODA Loop |  Business Strategy Strategy Execution Loop |  Business Strategy Strategic, Tactical and Operational Planning |
|---|---|---|---|---|
Purposedifferent | When a team needs to work in a fixed delivery rhythm, it stabilizes cadence, responsibility, and feedback loops. It makes collaboration reliable across sprint boundaries. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-4 Wochen je Sprint, laufend | 15-60 min je Zyklus | Initial 3-6 h, then monthly or quarterly reviews | 90-180 min |
Participantsdifferent | 3-10 (Scrum Team) | 1-8 | 5-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Product Backlog, Sprint Backlog, Increment, Sprint Goal | Situation Assessment, Decision Loop, Action Updates | Execution Loop, Review Cadence, Strategic Learning Log | Planning Levels Map, Cadence Model, Planning Artifact Inventory |
Tagsno overlap | AgileIterationCadence | DecisionChangeLearningStrategy | ExecutionCadenceLearningGovernance | CadenceGovernanceExecution |