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| Criterion |  Decision Making Radar |  Operations ABC Analysis |  Business Strategy Three Horizons |  Decision Making Risk Matrix |
|---|---|---|---|---|
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. | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-2 h | 30-60 min | Halbtags-Workshop, dann iterativ | 30-60 min |
Participantsdifferent | 2-10 | 1-5 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | ABC Classification, Focus Rules, Control List | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | Risk Matrix, Top Risk List |
Tagsno overlap | AssessmentPortfolioCapability | PrioritizationOperationsPortfolio | StrategyInnovationPortfolioForesight | RiskDecisionPrioritizationAssessment |