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| Criterion |  Business Strategy Strategy Execution Loop |  Decision Making Force Field Analysis |  Product Strategy DIBB |  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. | 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. | 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. | 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 | 45-90 min | 1-2 h | Halber Tag bis mehrere Wochen |
Participantsdifferent | 5-12 | 3-12 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Force Field Map, Change Levers, Risk Notes | DIBB document, Belief list, Bet list, Learning report | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | ExecutionCadenceLearningGovernance | ChangeDecisionStrategy | StrategyDecisionAssumptionsHypothesis | StrategyMetricsExecution |