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| Criterion |  Decision Making Radar |  Operations ABC Analysis |  Operations RACI Matrix |  Facilitation Responsibility Poker |
|---|---|---|---|---|
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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-2 h | 30-60 min | 45-90 min | 45-90 min |
Participantsdifferent | 2-10 | 1-5 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | ABC Classification, Focus Rules, Control List | RACI Matrix, Responsibility Map, Decision Notes | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | AssessmentPortfolioCapability | PrioritizationOperationsPortfolio | RolesResponsibilityGovernanceOperations | RolesResponsibilityTeamFacilitation |