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| Criterion |  Business Strategy Strategy Execution Loop |  Decision Making Force Field Analysis |  Product Discovery Assumption Mapping |  Product Discovery Learning Card |
|---|---|---|---|---|
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 change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | The Learning Card connects traceable test results to a reasoned next action while keeping the limits of the insight visible. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 45-90 min | 45-60 min | 25-40 min |
Participantsdifferent | 5-12 | 3-12 | 2-8 | 1-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Force Field Map, Change Levers, Risk Notes | Assumption map, Test backlog, Risk ranking | Learning Card with evidence and next action |
Tagsno overlap | ExecutionCadenceLearningGovernance | ChangeDecisionStrategy | AssumptionsRiskExperimentsValidation | ExperimentsValidationDiscoveryLearning |