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| Criterion |  Business Strategy Strategy Execution Loop |  Decision Making Force Field Analysis |  Architecture Request for Comments |  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. | An RFC clarifies architecture context, options, and consequences. It structures technical context, alternatives, tradeoffs, open questions, and review feedback, and captures the result as an RFC document, reviewer comments, and a decision rationale. | 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 | Medium | High |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 45-90 min | 1-3 Wochen vom Draft bis zur Entscheidung | Halber Tag bis mehrere Wochen |
Participantsdifferent | 5-12 | 3-12 | 3-20 Reviewer | 4-12 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Force Field Map, Change Levers, Risk Notes | RFC document, Reviewer comments, Decision rationale, Follow-up ADR or tickets | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | ExecutionCadenceLearningGovernance | ChangeDecisionStrategy | ArchitectureDecisionAsyncGovernance | StrategyMetricsExecution |