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| Criterion |  Business Strategy Strategy Execution Loop |  Decision Making Decision Rights Mapping |  Facilitation Stakeholder Mapping |  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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | 60–90 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 | Stakeholder Map, Engagement Plan, Risk Notes | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | ExecutionCadenceLearningGovernance | DecisionGovernanceAlignmentResponsibility | StakeholdersAlignmentFacilitationChange | DecisionRolesGovernanceAlignment |