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| Criterion |  Business Strategy Strategy Execution Loop |  Decision Making Decision Rights Mapping |  Decision Making Assumption Surfacing |  Decision Making DACI |
|---|---|---|---|---|
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 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. | 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 cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 90-180 min | 45-90 min | 30-60 min |
Participantsdifferent | 5-12 | 4-12 | 2-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Decision Rights Matrix, Agreement | Assumption List, Critical Assumptions, Learning Plan | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | ExecutionCadenceLearningGovernance | DecisionGovernanceAlignmentResponsibility | AssumptionsRiskDecisionDiscovery | DecisionRolesGovernanceAlignment |