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| Criterion |  Business Strategy Strategy Execution Loop |  Operations RACI Matrix |  Facilitation Responsibility Poker |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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 unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 45-90 min | 45-90 min | 45–75 min |
Participantsdifferent | 5-12 | 2-8 | 3-10 | Team members involved |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | RACI Matrix, Responsibility Map, Decision Notes | Responsibility Map, Role Agreements, Open Questions | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | ExecutionCadenceLearningGovernance | RolesResponsibilityGovernanceOperations | RolesResponsibilityTeamFacilitation | RetrospectiveLearningReflectionTeam |