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| Criterion |  Business Strategy Strategy Map |  Business Strategy Strategy Execution Loop |  Decision Making DACI |  Product Strategy OKRs |
|---|---|---|---|---|
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. | 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 cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 2-4 h workshop plus review | Initial 3-6 h, then monthly or quarterly reviews | 30-60 min | 1-2 h Setup |
Participantsdifferent | 4-10 | 5-12 | 2-10 | 2-20 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Execution Loop, Review Cadence, Strategic Learning Log | DACI Matrix, Decision Owner, Decision Log | OKR set, Measurement plan, Review cadence |
Tagsno overlap | AlignmentExecutionGoalsCausality | ExecutionCadenceLearningGovernance | DecisionRolesGovernanceAlignment | GoalsAlignmentOutcomesMeasurement |