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| Criterion |  Business Strategy GAP Analysis |  Decision Making RAPID |  Decision Making Decision Tree |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 45-90 min | 30-90 min | 90-180 min |
Participantsdifferent | 2-8 | 3-12 | 1-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | RAPID Role Map, Recommendation, Decision Log | Decision Tree, Option Map, Assumption List | Decision Rights Matrix, Agreement |
Tagsno overlap | StrategyAnalysisPlanning | DecisionRolesGovernance | DecisionTreeOptions | DecisionGovernanceAlignmentResponsibility |