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| Criterion |  Business Strategy Strategy Execution Loop |  Agile Start Stop Continue |  Decision Making RAPID |  Agile Sailboat Retrospective |
|---|---|---|---|---|
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 wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | When a team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 30-60 min | 45-90 min | 45-90 min |
Participantsdifferent | 5-12 | 3-12 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Start Stop Continue Board, Improvement Actions | RAPID Role Map, Recommendation, Decision Log | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | ExecutionCadenceLearningGovernance | RetrospectiveImprovementTeamReflection | DecisionRolesGovernance | RetrospectiveTeamImprovement |