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| Criterion |  Decision Making Delphi Method |  Decision Making RAPID |  Business Strategy Value Chain Analysis |  Decision Making DACI |
|---|---|---|---|---|
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 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. | 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 cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | 1-4 Wochen | 45-90 min | Half day | 30-60 min |
Participantsdifferent | 6-30 Experten | 3-12 | 3-8 | 2-10 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | RAPID Role Map, Recommendation, Decision Log | Value Chain Map, Lever List | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | ForecastingExpertsDecisionStrategy | DecisionRolesGovernance | StrategyBusiness modelDiagnosisAnalysis | DecisionRolesGovernanceAlignment |