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| Criterion |  Business Strategy Strategy Execution Loop |  Agile Scrum |  Operations Causal Factor Analysis |  Operations 5 Whys |
|---|---|---|---|---|
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. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 1-4 Wochen je Sprint, laufend | 2-6 h | 15-30 min |
Participantsdifferent | 5-12 | 3-10 (Scrum Team) | 3-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Product Backlog, Sprint Backlog, Increment, Sprint Goal | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Root cause notes, Countermeasures |
Tagsno overlap | ExecutionCadenceLearningGovernance | AgileIterationCadence | CausalityIncidentRoot causeTimeline | Root causeIncidentLeanProblem solving |