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| Criterion |  Business Strategy Strategy Map |  Business Strategy Strategy Execution Loop |  Business Strategy McKinsey 7S |  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. | 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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | Medium | Medium |
Timedifferent | 2-4 h workshop plus review | Initial 3-6 h, then monthly or quarterly reviews | 2-4 h | 15-60 min je Zyklus |
Participantsdifferent | 4-10 | 5-12 | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Execution Loop, Review Cadence, Strategic Learning Log | 7S Assessment, Alignment Gaps, Change Actions | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | AlignmentExecutionGoalsCausality | ExecutionCadenceLearningGovernance | OrganizationStrategyAlignmentChange | DecisionChangeLearningStrategy |