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| Criterion |  Business Strategy Strategy Execution Loop |  Product Discovery Assumption Mapping |  Decision Making Decision Rights Mapping |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 45-60 min | 90-180 min | 45-90 min |
Participantsdifferent | 5-12 | 2-8 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Assumption map, Test backlog, Risk ranking | Decision Rights Matrix, Agreement | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | ExecutionCadenceLearningGovernance | AssumptionsRiskExperimentsValidation | DecisionGovernanceAlignmentResponsibility | AssumptionsRiskDecisionDiscovery |