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| Criterion |  Decision Making Radar |  Operations ABC Analysis |  Product Discovery Opportunity Solution Tree |  Product Discovery Fake Door Test |
|---|---|---|---|---|
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 discovery keeps swinging between goals, ideas, and learning loops, it creates clear steering logic. It connects the desired outcome, opportunities, and experiments into a legible structure. | When demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-2 h | 30-60 min | 1-2 h Setup, laufend | 1-5 Tage |
Participantsdifferent | 2-10 | 1-5 | 2-6 | Nutzertraffic |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | ABC Classification, Focus Rules, Control List | Opportunity Solution Tree, Experiment Backlog, Learning Log | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | AssessmentPortfolioCapability | PrioritizationOperationsPortfolio | DiscoveryOutcomesExperimentsOpportunity | ValidationExperimentsDemandDiscovery |