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| Criterion |  Business Strategy Strategy Execution Loop |  Agile Mad Sad Glad |  Facilitation Responsibility Poker |  Operations RACI Matrix |
|---|---|---|---|---|
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. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 30-60 min | 45-90 min | 45-90 min |
Participantsdifferent | 5-12 | 3-10 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Emotion Board, Themes, Action Items | Responsibility Map, Role Agreements, Open Questions | RACI Matrix, Responsibility Map, Decision Notes |
Tagsno overlap | ExecutionCadenceLearningGovernance | RetrospectiveTeamReflection | RolesResponsibilityTeamFacilitation | RolesResponsibilityGovernanceOperations |