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| Criterion |  Business Strategy Strategy Execution Loop |  Product Strategy DIBB |  Decision Making DACI |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 1-2 h | 30-60 min | 15-60 min je Zyklus |
Participantsdifferent | 5-12 | 2-8 | 2-10 | 1-8 |
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 | DACI Matrix, Decision Owner, Decision Log | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ExecutionCadenceLearningGovernance | StrategyDecisionAssumptionsHypothesis | DecisionRolesGovernanceAlignment | DecisionChangeLearningStrategy |