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| Criterion |  Business Strategy Strategic, Tactical and Operational Planning |  Product Strategy Counter Metrics |  Product Strategy KPI Tree |  Business Strategy Strategy Execution Loop |
|---|---|---|---|---|
Purposedifferent | 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. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | 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 | Low | Medium | High |
Timedifferent | 90-180 min | 30-60 min | 90-180 min initial, dann laufend | Initial 3-6 h, then monthly or quarterly reviews |
Participantsdifferent | 4-12 | 2-6 | 3-8 | 5-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Counter Metric List, Guardrail Definitions | KPI Tree, Owner List | Execution Loop, Review Cadence, Strategic Learning Log |
Tagsno overlap | CadenceGovernanceExecution | MetricsMeasurementStrategyExperiments | MetricsStrategyAlignmentMeasurement | ExecutionCadenceLearningGovernance |