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| Criterion |  Decision Making Radar |  Operations Accountability Ladder |  Operations ABC Analysis |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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 defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-2 h | 20-45 min | 30-60 min | 45–75 min |
Participantsdifferent | 2-10 | 1-8 | 1-5 | Team members involved |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Ownership Reflection, Action Commitment, Coaching Notes | ABC Classification, Focus Rules, Control List | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | AssessmentPortfolioCapability | ResponsibilityLeadershipTeam | PrioritizationOperationsPortfolio | RetrospectiveLearningReflectionTeam |