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| Criterion |  Decision Making Radar |  Operations ABC Analysis |  Operations Visual Management |  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. | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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 | Low | Low |
Timedifferent | 1-2 h | 30-60 min | Ongoing | 30-60 min |
Participantsdifferent | 2-10 | 1-5 | 1-20 | 3-10 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | ABC Classification, Focus Rules, Control List | Visual Board, Status Indicators, Exception Cues | Risk Matrix, Top Risk List |
Tagsno overlap | AssessmentPortfolioCapability | PrioritizationOperationsPortfolio | SignalsOperationsVisual management | RiskDecisionPrioritizationAssessment |