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| Criterion |  Decision Making Decision Matrix |  Business Strategy Three Horizons |  Operations ABC Analysis |  Product Strategy RICE Scoring |
|---|---|---|---|---|
Purposedifferent | 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. | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. | 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. | When many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-90 min | Halbtags-Workshop, dann iterativ | 30-60 min | 60-90 min |
Participantsdifferent | 2-8 | 3-12 | 1-5 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | ABC Classification, Focus Rules, Control List | RICE Scores, Ranked List, Assumption Log |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | StrategyInnovationPortfolioForesight | PrioritizationOperationsPortfolio | PrioritizationScoringRoadmapTradeoffs |