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| Criterion |  Agile Scrum |  Business Strategy Strategy Execution Loop |  Operations A3 Problem Solving |  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. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | High | Medium | Medium |
Timedifferent | 1-4 Wochen je Sprint, laufend | Initial 3-6 h, then monthly or quarterly reviews | 45-90 min | 90-180 min |
Participantsdifferent | 3-10 (Scrum Team) | 5-12 | 2-5 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Product Backlog, Sprint Backlog, Increment, Sprint Goal | Execution Loop, Review Cadence, Strategic Learning Log | A3 Report, Action Plan, Root Cause Analysis | Planning Levels Map, Cadence Model, Planning Artifact Inventory |
Tagsno overlap | AgileIterationCadence | ExecutionCadenceLearningGovernance | LeanProblem solvingCoachingOperations | CadenceGovernanceExecution |