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| Criterion |  Business Strategy Strategy Execution Loop |  Decision Making Decision Rights Mapping |  Agile ROAM Board |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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 work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | 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. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 90-180 min | 20-40 min initial, dann laufend | 45-90 min |
Participantsdifferent | 5-12 | 4-12 | 3-15 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Decision Rights Matrix, Agreement | ROAM Board, Owner List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | ExecutionCadenceLearningGovernance | DecisionGovernanceAlignmentResponsibility | RiskAgileTrackingAlignment | AssumptionsRiskDecisionDiscovery |