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| Criterion |  Business Strategy Strategy Execution Loop |  Agile Scrum |  Agile 4Ls Retrospective |  Business Strategy Strategic, Tactical and Operational Planning |
|---|---|---|---|---|
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 a team needs to work in a fixed delivery rhythm, it stabilizes cadence, responsibility, and feedback loops. It makes collaboration reliable across sprint boundaries. | 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. | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 1-4 Wochen je Sprint, laufend | 45–75 min | 90-180 min |
Participantsdifferent | 5-12 | 3-10 (Scrum Team) | Team members involved | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Product Backlog, Sprint Backlog, Increment, Sprint Goal | 4Ls Board, Learning Themes, Improvement Actions | Planning Levels Map, Cadence Model, Planning Artifact Inventory |
Tagsno overlap | ExecutionCadenceLearningGovernance | AgileIterationCadence | RetrospectiveLearningReflectionTeam | CadenceGovernanceExecution |