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| Criterion |  Business Strategy Strategy Execution Loop |  Facilitation Power Interest Grid |  Delivery RAID Log |  Agile ROAM Board |
|---|---|---|---|---|
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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 30-60 min | 30 min Setup, dann laufend | 20-40 min initial, dann laufend |
Participantsdifferent | 5-12 | 2-8 | 1-3 maintaining, briefing for everyone | 3-15 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Power Interest Grid, Strategy per Stakeholder | RAID Log, Status Report Source | ROAM Board, Owner List |
Tagsno overlap | ExecutionCadenceLearningGovernance | StakeholdersFacilitationAlignmentPlanning | RiskTrackingStakeholdersGovernance | RiskAgileTrackingAlignment |