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| Criterion |  Business Strategy GAP Analysis |  Decision Making RAPID |  Decision Making Pre-Mortem |  Decision Making DACI |
|---|---|---|---|---|
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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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 | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 45-90 min | 20–45 min | 30-60 min |
Participantsdifferent | 2-8 | 3-12 | Small cross-functional group | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | RAPID Role Map, Recommendation, Decision Log | Risk list, Mitigation plan, Assumption log | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | StrategyAnalysisPlanning | DecisionRolesGovernance | RiskDecisionFailurePlanning | DecisionRolesGovernanceAlignment |