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Selected:Strategy Execution LoopStakeholder Salience ModelStrategic, Tactical and Operational Planning
| Criterion |  Business Strategy Strategy Execution Loop |  Facilitation Stakeholder Salience Model |  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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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 | Medium |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 60-90 min | 90-180 min |
Participantsdifferent | 5-12 | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Salience Diagram, Strategy per Class | Planning Levels Map, Cadence Model, Planning Artifact Inventory |
Tags1 shared | ExecutionCadenceLearningGovernance | StakeholdersFacilitationAlignmentGovernance | CadenceGovernanceExecution |
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