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| Criterion |  Business Strategy Strategy Execution Loop |  Product Strategy Counter Metrics |  Facilitation Stakeholder Salience Model |  Product Strategy KPI Tree |
|---|---|---|---|---|
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 a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. | 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. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 30-60 min | 60-90 min | 90-180 min initial, dann laufend |
Participantsdifferent | 5-12 | 2-6 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Counter Metric List, Guardrail Definitions | Salience Diagram, Strategy per Class | KPI Tree, Owner List |
Tagsno overlap | ExecutionCadenceLearningGovernance | MetricsMeasurementStrategyExperiments | StakeholdersFacilitationAlignmentGovernance | MetricsStrategyAlignmentMeasurement |