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| Criterion |  Business Strategy Strategic, Tactical and Operational Planning |  Business Strategy McKinsey 7S |  Business Strategy Strategy Execution Loop |  Decision Making DACI |
|---|---|---|---|---|
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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 90-180 min | 2-4 h | Initial 3-6 h, then monthly or quarterly reviews | 30-60 min |
Participantsdifferent | 4-12 | 3-12 | 5-12 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Planning Levels Map, Cadence Model, Planning Artifact Inventory | 7S Assessment, Alignment Gaps, Change Actions | Execution Loop, Review Cadence, Strategic Learning Log | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | CadenceGovernanceExecution | OrganizationStrategyAlignmentChange | ExecutionCadenceLearningGovernance | DecisionRolesGovernanceAlignment |