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| Criterion |  Business Strategy Strategy Execution Loop |  Business Strategy Strategic, Tactical and Operational Planning |  Agile ROAM Board |  Decision Making DACI |
|---|---|---|---|---|
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. | 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. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 90-180 min | 20-40 min initial, dann laufend | 30-60 min |
Participantsdifferent | 5-12 | 4-12 | 3-15 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Planning Levels Map, Cadence Model, Planning Artifact Inventory | ROAM Board, Owner List | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | ExecutionCadenceLearningGovernance | CadenceGovernanceExecution | RiskAgileTrackingAlignment | DecisionRolesGovernanceAlignment |