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| Criterion |  Operations ABC Analysis |  Systems Thinking Futures Wheel |  Decision Making Radar |  Business Strategy Three Horizons |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-60 min | 60-120 min | 1-2 h | Halbtags-Workshop, dann iterativ |
Participantsdifferent | 1-5 | 3-10 | 2-10 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Futures Wheel, Consequence Chains, Strategic Signals | Radar Map, Capability Scores, Action Areas | Horizon map, Portfolio view, Initiatives per horizon, Resource plan |
Tagsno overlap | PrioritizationOperationsPortfolio | ForesightSystems thinkingSignals | AssessmentPortfolioCapability | StrategyInnovationPortfolioForesight |