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| Criterion |  Decision Making Radar |  Operations ABC Analysis |  Product Strategy KPI Tree |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-2 h | 30-60 min | 90-180 min initial, dann laufend | 30-60 min |
Participantsdifferent | 2-10 | 1-5 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | ABC Classification, Focus Rules, Control List | KPI Tree, Owner List | Counter Metric List, Guardrail Definitions |
Tagsno overlap | AssessmentPortfolioCapability | PrioritizationOperationsPortfolio | MetricsStrategyAlignmentMeasurement | MetricsMeasurementStrategyExperiments |