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| Criterion |  Business Strategy Strategy Execution Loop |  Agile Scrum |  Operations Failure Mode and Effects Analysis |  Operations After-Action Review |
|---|---|---|---|---|
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 a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 1-4 Wochen je Sprint, laufend | 2-6 h | 20-45 min |
Participantsdifferent | 5-12 | 3-10 (Scrum Team) | 3-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Product Backlog, Sprint Backlog, Increment, Sprint Goal | FMEA Table, Risk Priority, Mitigation Actions | Lessons learned, Action items, Event summary |
Tagsno overlap | ExecutionCadenceLearningGovernance | AgileIterationCadence | RiskQualityOperationsRoot cause | LearningOperationsImprovement |