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| Criterion |  Business Strategy Strategy Map |  Decision Making Decision Rights Mapping |  Business Strategy Strategy Execution Loop |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | 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 organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 2-4 h workshop plus review | 90-180 min | Initial 3-6 h, then monthly or quarterly reviews | 15-60 min je Zyklus |
Participantsdifferent | 4-10 | 4-12 | 5-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Decision Rights Matrix, Agreement | Execution Loop, Review Cadence, Strategic Learning Log | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | AlignmentExecutionGoalsCausality | DecisionGovernanceAlignmentResponsibility | ExecutionCadenceLearningGovernance | DecisionChangeLearningStrategy |