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| Criterion |  Business Strategy Strategy Execution Loop |  Systems Thinking Stock and Flow Diagram |  Systems Thinking System Dynamics Simulation |
|---|---|---|---|
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. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. |
Complexitysame | High | High | High |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 2-6 h | Mehrere Tage bis Wochen |
Participantsdifferent | 5-12 | 1-6 | 1-5 Modellierende, Stakeholder asynchron |
Formatdifferent | Workshop + async | Workshop + async | Async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Simulation Model, Scenario Reports |
Tagsno overlap | ExecutionCadenceLearningGovernance | DynamicsSimulationFeedbackSystems thinking | Systems thinkingDynamicsSimulationAnalysis |
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