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| Criterion |  Operations ABC Analysis |  Systems Thinking Intervention Mapping |  Decision Making Risk Matrix |  Decision Making Radar |
|---|---|---|---|---|
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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30-60 min | 1-5 Tage | 30-60 min | 1-2 h |
Participantsdifferent | 1-5 | 4-12 | 3-10 | 2-10 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Risk Matrix, Top Risk List | Radar Map, Capability Scores, Action Areas |
Tagsno overlap | PrioritizationOperationsPortfolio | ChangeSystems thinkingCapability | RiskDecisionPrioritizationAssessment | AssessmentPortfolioCapability |