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| Criterion |  Business Strategy Strategy Execution Loop |  Decision Making Assumption Surfacing |  Decision Making Risk Matrix |  Delivery Cost of Delay |
|---|---|---|---|---|
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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | High | Low | Low | High |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 45-90 min | 30-60 min | 90-180 min |
Participantsdifferent | 5-12 | 2-8 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Assumption List, Critical Assumptions, Learning Plan | Risk Matrix, Top Risk List | CoD Table, Prioritization Sequence |
Tagsno overlap | ExecutionCadenceLearningGovernance | AssumptionsRiskDecisionDiscovery | RiskDecisionPrioritizationAssessment | PrioritizationDeliveryEconomicsDecision |