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| Criterion |  Business Strategy Strategy Execution Loop |  Operations Process Mapping |  Operations Gemba Walk |  Operations After-Action Review |
|---|---|---|---|---|
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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 1-3 h | 30-120 min | 20-45 min |
Participantsdifferent | 5-12 | 3-10 | 2-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Process Map, Handoff List, Improvement Backlog | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | ExecutionCadenceLearningGovernance | ProcessOperationsImprovement | LeanObservationProcessOperations | LearningOperationsImprovement |