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| Criterion |  Business Strategy Strategy Execution Loop |  Facilitation Barcamp |  Decision Making Decision Rights Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 many people can contribute knowledge and the flow should stay open, Barcamp provides a framework for self-organized sessions. The format channels energy without defining the content too narrowly in advance. | 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. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | Halber Tag bis 2 Tage | 90-180 min | 60-90 min |
Participantsdifferent | 5-12 | 15-200 | 4-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Session Board, Session Notes, Community Learnings | Decision Rights Matrix, Agreement | Salience Diagram, Strategy per Class |
Tagsno overlap | ExecutionCadenceLearningGovernance | FacilitationLarge groupLearning | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentGovernance |