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| Criterion |  Business Strategy Strategy Execution Loop |  Decision Making Decision Rights Mapping |  Facilitation Expectation Mapping |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 90-180 min | 45-90 min | 45–75 min |
Participantsdifferent | 5-12 | 4-12 | 3-12 | Team members involved |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Decision Rights Matrix, Agreement | Expectation Map, Alignment Notes, Agreements | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | ExecutionCadenceLearningGovernance | DecisionGovernanceAlignmentResponsibility | AlignmentStakeholdersTeam | RetrospectiveLearningReflectionTeam |