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| Criterion |  Business Strategy Strategy Execution Loop |  Decision Making DACI |  Decision Making Assumption Surfacing |  Decision Making RAPID |
|---|---|---|---|---|
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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 30-60 min | 45-90 min | 45-90 min |
Participantsdifferent | 5-12 | 2-10 | 2-8 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | DACI Matrix, Decision Owner, Decision Log | Assumption List, Critical Assumptions, Learning Plan | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | ExecutionCadenceLearningGovernance | DecisionRolesGovernanceAlignment | AssumptionsRiskDecisionDiscovery | DecisionRolesGovernance |