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| Criterion |  Decision Making Decision Rights Mapping |  Operations RACI Matrix |  Business Strategy Value Chain Analysis |  Decision Making RAPID |
|---|---|---|---|---|
Purposedifferent | 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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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 complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 90-180 min | 45-90 min | Half day | 45-90 min |
Participantsdifferent | 4-12 | 2-8 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | RACI Matrix, Responsibility Map, Decision Notes | Value Chain Map, Lever List | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | RolesResponsibilityGovernanceOperations | StrategyBusiness modelDiagnosisAnalysis | DecisionRolesGovernance |