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| Criterion |  Business Strategy Strategy Execution Loop |  Agile Scrum |  Business Strategy Balanced Scorecard |  Product Strategy KPI Tree |
|---|---|---|---|---|
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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 1-4 Wochen je Sprint, laufend | Halber Tag bis mehrere Wochen | 90-180 min initial, dann laufend |
Participantsdifferent | 5-12 | 3-10 (Scrum Team) | 4-12 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Product Backlog, Sprint Backlog, Increment, Sprint Goal | Balanced Scorecard, Strategic Measures, Initiative Map | KPI Tree, Owner List |
Tagsno overlap | ExecutionCadenceLearningGovernance | AgileIterationCadence | StrategyMetricsExecution | MetricsStrategyAlignmentMeasurement |