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| Criterion |  Business Strategy Strategy Execution Loop |  Product Strategy DIBB |  Decision Making Assumption Surfacing |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. |
Complexitydifferent | High | Low | Low | High |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 1-2 h | 45-90 min | Halber Tag bis mehrere Wochen |
Participantsdifferent | 5-12 | 2-8 | 2-8 | 4-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | DIBB document, Belief list, Bet list, Learning report | Assumption List, Critical Assumptions, Learning Plan | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | ExecutionCadenceLearningGovernance | StrategyDecisionAssumptionsHypothesis | AssumptionsRiskDecisionDiscovery | StrategyMetricsExecution |