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| Criterion |  Business Strategy Strategy Execution Loop |  Business Strategy McKinsey 7S |  Facilitation Stakeholder Salience Model |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 2-4 h | 60-90 min | 15-60 min je Zyklus |
Participantsdifferent | 5-12 | 3-12 | 3-6 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | 7S Assessment, Alignment Gaps, Change Actions | Salience Diagram, Strategy per Class | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ExecutionCadenceLearningGovernance | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentGovernance | DecisionChangeLearningStrategy |