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| Criterion |  Operations ABC Analysis |  Systems Thinking Rich Picture |  Decision Making Radar |  Systems Thinking CATWOE Analysis |
|---|---|---|---|---|
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. | A Rich Picture brings an unclear situation onto a shared drawing. It captures actors, tensions, information flows, and blind spots before the team jumps to solutions too early. | 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. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-60 min | 30-90 min | 1-2 h | 45-90 min |
Participantsdifferent | 1-5 | 2-10 | 2-10 | 3-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Rich Picture, Problem Framing Notes | Radar Map, Capability Scores, Action Areas | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints |
Tagsno overlap | PrioritizationOperationsPortfolio | Systems thinkingSoft systemsFramingVisualization | AssessmentPortfolioCapability | Systems thinkingFramingStakeholders |