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| Criterion |  Decision Making Delphi Method |  Decision Making DACI |  Business Strategy Value Chain Analysis |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | High | Low | High | Medium |
Timedifferent | 1-4 Wochen | 30-60 min | Half day | 90-180 min |
Participantsdifferent | 6-30 Experten | 2-10 | 3-8 | 4-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | DACI Matrix, Decision Owner, Decision Log | Value Chain Map, Lever List | Decision Rights Matrix, Agreement |
Tagsno overlap | ForecastingExpertsDecisionStrategy | DecisionRolesGovernanceAlignment | StrategyBusiness modelDiagnosisAnalysis | DecisionGovernanceAlignmentResponsibility |