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| Criterion |  Business Strategy Strategy Execution Loop |  Decision Making Assumption Surfacing |  Business Strategy Balanced Scorecard |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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. | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | High | Low | High | Medium |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 45-90 min | Halber Tag bis mehrere Wochen | 45-60 min |
Participantsdifferent | 5-12 | 2-8 | 4-12 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Assumption List, Critical Assumptions, Learning Plan | Balanced Scorecard, Strategic Measures, Initiative Map | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | ExecutionCadenceLearningGovernance | AssumptionsRiskDecisionDiscovery | StrategyMetricsExecution | AssumptionsRiskExperimentsValidation |