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| Criterion |  Business Strategy Strategy Execution Loop |  Agile Scrum |  Product Discovery Dual-Track Agile |  Product Discovery Learning Card |
|---|---|---|---|---|
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 uncertainty and delivery run in parallel, it separates learning work from implementation while keeping both connected. It prevents unvalidated ideas from falling directly into the delivery stream. | The Learning Card connects traceable test results to a reasoned next action while keeping the limits of the insight visible. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 1-4 Wochen je Sprint, laufend | Laufend, Wochen bis Monate | 25-40 min |
Participantsdifferent | 5-12 | 3-10 (Scrum Team) | 4-10 | 1-5 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Product Backlog, Sprint Backlog, Increment, Sprint Goal | Discovery Backlog, Delivery Backlog, Experiment-Ergebnisse, Validierte Stories | Learning Card with evidence and next action |
Tagsno overlap | ExecutionCadenceLearningGovernance | AgileIterationCadence | AgileDiscoveryDelivery | ExperimentsValidationDiscoveryLearning |