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| Criterion |  Business Strategy Strategy Execution Loop |  Decision Making Argument Mapping |  Business Strategy Strategic, Tactical and Operational Planning |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | 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 statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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. | 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 | High | Medium | Medium | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 1-3 h | 90-180 min | 30-60 min |
Participantsdifferent | 5-12 | 1-8 | 4-12 | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Argument Map, Evidence Gaps, Decision Rationale | Planning Levels Map, Cadence Model, Planning Artifact Inventory | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | ExecutionCadenceLearningGovernance | SensemakingDecisionRationale | CadenceGovernanceExecution | DecisionRolesGovernanceAlignment |