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| Criterion |  Business Strategy Strategy Execution Loop |  Decision Making OODA Loop |  Facilitation Alignment Mapping |  Decision Making DACI |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 15-60 min je Zyklus | 1-2 h | 30-60 min |
Participantsdifferent | 5-12 | 1-8 | 4-12 | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Situation Assessment, Decision Loop, Action Updates | Alignment Map, Open Issues, Decision Questions | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | ExecutionCadenceLearningGovernance | DecisionChangeLearningStrategy | AlignmentStakeholdersStrategyFacilitation | DecisionRolesGovernanceAlignment |