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| Criterion |  Business Strategy Strategy Map |  Business Strategy Strategy Execution Loop |  Decision Making Force Field Analysis |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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 change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 2-4 h workshop plus review | Initial 3-6 h, then monthly or quarterly reviews | 45-90 min | 90-180 min |
Participantsdifferent | 4-10 | 5-12 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Execution Loop, Review Cadence, Strategic Learning Log | Force Field Map, Change Levers, Risk Notes | Decision Rights Matrix, Agreement |
Tagsno overlap | AlignmentExecutionGoalsCausality | ExecutionCadenceLearningGovernance | ChangeDecisionStrategy | DecisionGovernanceAlignmentResponsibility |