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| Criterion |  Operations ABC Analysis |  Decision Making Option Framing |  Product Strategy KPI Tree |  Decision Making Decision Framing Workshop |
|---|---|---|---|---|
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. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | When a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-60 min | 45-120 min | 90-180 min initial, dann laufend | 60-120 min |
Participantsdifferent | 1-5 | 3-8 | 3-8 | 4-10 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | KPI Tree, Owner List | Decision Frame, Decision Question, Criteria List, Evidence Plan |
Tagsno overlap | PrioritizationOperationsPortfolio | OptionsDecision framingStrategyComparison | MetricsStrategyAlignmentMeasurement | Decision framingAlignmentCriteriaOptions |