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| Criterion |  Business Strategy Strategy Execution Loop |  Business Strategy Strategy Map |  Decision Making DACI |  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. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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. | 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 | Low | Medium |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 2-4 h workshop plus review | 30-60 min | 90-180 min |
Participantsdifferent | 5-12 | 4-10 | 2-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Strategy Map, Objective Set, Cause-Effect Hypotheses | DACI Matrix, Decision Owner, Decision Log | Planning Levels Map, Cadence Model, Planning Artifact Inventory |
Tagsno overlap | ExecutionCadenceLearningGovernance | AlignmentExecutionGoalsCausality | DecisionRolesGovernanceAlignment | CadenceGovernanceExecution |