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| Criterion |  Business Strategy Strategy Execution Loop |  Architecture Request for Comments |  Decision Making Constraint Analysis |  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. | An RFC clarifies architecture context, options, and consequences. It structures technical context, alternatives, tradeoffs, open questions, and review feedback, and captures the result as an RFC document, reviewer comments, and a decision rationale. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | Low | Medium |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 1-3 Wochen vom Draft bis zur Entscheidung | 30-90 min | 90-180 min |
Participantsdifferent | 5-12 | 3-20 Reviewer | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | RFC document, Reviewer comments, Decision rationale, Follow-up ADR or tickets | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Rights Matrix, Agreement |
Tagsno overlap | ExecutionCadenceLearningGovernance | ArchitectureDecisionAsyncGovernance | ConstraintsDecisionPlanningOptions | DecisionGovernanceAlignmentResponsibility |