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| Criterion |  Operations Accountability Ladder |  Decision Making Delphi Method |  Business Strategy Value Chain Analysis |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 20-45 min | 1-4 Wochen | Half day | 90-180 min |
Participantsdifferent | 1-8 | 6-30 Experten | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Expert Forecast, Consensus Range, Assumption Notes | Value Chain Map, Lever List | Decision Rights Matrix, Agreement |
Tagsno overlap | ResponsibilityLeadershipTeam | ForecastingExpertsDecisionStrategy | StrategyBusiness modelDiagnosisAnalysis | DecisionGovernanceAlignmentResponsibility |