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| Criterion |  Business Strategy Strategy Execution Loop |  Growth Flywheel |  Business Strategy Balanced Scorecard |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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. | Growth often breaks down where a reinforcing mechanism builds up too much friction. A Flywheel shows the cycle of value, repetition, and reinforcement meant to sustain growth. | 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. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 60-120 min | Halber Tag bis mehrere Wochen | 30-60 min |
Participantsdifferent | 5-12 | 3-8 | 4-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Flywheel Map, Friction Points, Growth Levers, Experiment Backlog | Balanced Scorecard, Strategic Measures, Initiative Map | Counter Metric List, Guardrail Definitions |
Tagsno overlap | ExecutionCadenceLearningGovernance | GrowthRetentionConversion | StrategyMetricsExecution | MetricsMeasurementStrategyExperiments |