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| Criterion |  Operations ABC Analysis |  Systems Thinking Futures Wheel |  Product Strategy RICE Scoring |  Decision Making Decision Matrix |
|---|---|---|---|---|
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 many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-60 min | 60-120 min | 60-90 min | 45-90 min |
Participantsdifferent | 1-5 | 3-10 | 2-10 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Futures Wheel, Consequence Chains, Strategic Signals | RICE Scores, Ranked List, Assumption Log | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | PrioritizationOperationsPortfolio | ForesightSystems thinkingSignals | PrioritizationScoringRoadmapTradeoffs | DecisionCriteriaScoringTradeoffs |