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| Criterion |  Decision Making Radar |  Operations ABC Analysis |  Knowledge Modeling Concept Mapping |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | 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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-2 h | 30-60 min | 1-2 h | 20-45 min |
Participantsdifferent | 2-10 | 1-5 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | ABC Classification, Focus Rules, Control List | Concept Map, Relationship Labels, Knowledge Gaps | Lessons learned, Action items, Event summary |
Tagsno overlap | AssessmentPortfolioCapability | PrioritizationOperationsPortfolio | KnowledgeConceptsMappingSensemaking | LearningOperationsImprovement |