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| Criterion |  Decision Making Radar |  Operations ABC Analysis |  Product Strategy Product Vision Board |  Product Strategy KPI Tree |
|---|---|---|---|---|
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 a product needs a shared direction, it connects target audience, benefit, and business picture in a clear vision. It makes the envisioned future legible for the team. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-2 h | 30-60 min | 1-2 h | 90-180 min initial, dann laufend |
Participantsdifferent | 2-10 | 1-5 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | ABC Classification, Focus Rules, Control List | Product Vision Board, Vision Statement, Assumptions and Validation Questions | KPI Tree, Owner List |
Tagsno overlap | AssessmentPortfolioCapability | PrioritizationOperationsPortfolio | VisionCanvasStrategyAlignment | MetricsStrategyAlignmentMeasurement |