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| Criterion |  Business Strategy Strategy Execution Loop |  Decision Making OODA Loop |  Facilitation Stakeholder Salience Model |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 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 organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 15-60 min je Zyklus | 60-90 min | 90-180 min |
Participantsdifferent | 5-12 | 1-8 | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Situation Assessment, Decision Loop, Action Updates | Salience Diagram, Strategy per Class | Decision Rights Matrix, Agreement |
Tagsno overlap | ExecutionCadenceLearningGovernance | DecisionChangeLearningStrategy | StakeholdersFacilitationAlignmentGovernance | DecisionGovernanceAlignmentResponsibility |