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| Criterion |  Systems Thinking Futures Wheel |  Decision Making Radar |  Operations ABC Analysis |  Operations Visual Management |
|---|---|---|---|---|
Purposedifferent | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | 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. | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 60-120 min | 1-2 h | 30-60 min | Ongoing |
Participantsdifferent | 3-10 | 2-10 | 1-5 | 1-20 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Radar Map, Capability Scores, Action Areas | ABC Classification, Focus Rules, Control List | Visual Board, Status Indicators, Exception Cues |
Tagsno overlap | ForesightSystems thinkingSignals | AssessmentPortfolioCapability | PrioritizationOperationsPortfolio | SignalsOperationsVisual management |