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| Criterion |  Decision Making Radar |  Operations ABC Analysis |  Innovation Rapid Ideation |  Innovation Design Charrette |
|---|---|---|---|---|
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 decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-2 h | 30-60 min | 5-20 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 2-10 | 1-5 | 1-20 | 10-50 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | ABC Classification, Focus Rules, Control List | Ideenpool, Roh-Shortlist, Cluster | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | AssessmentPortfolioCapability | PrioritizationOperationsPortfolio | BrainstormingIdeationDivergenceSpeed | BrainstormingWorkshopCollaborationIdeation |