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| Criterion |  Decision Making Radar |  Business Strategy Ansoff Matrix |  Facilitation Dot Voting |  Operations ABC Analysis |
|---|---|---|---|---|
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. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | When a workshop has produced too many options and the group needs to condense quickly, dot voting makes preferences visible in a short time. It bundles individual votes into a solid signal for the next selection. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-2 h | 45-90 min | 5-15 min | 30-60 min |
Participantsdifferent | 2-10 | 2-8 | 3-20 | 1-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Ansoff Matrix, Growth Options, Risk Notes | Ranked list, Consensus signal, Shortlist | ABC Classification, Focus Rules, Control List |
Tagsno overlap | AssessmentPortfolioCapability | GrowthStrategyMarketPortfolio | FacilitationVotingConsensusPrioritization | PrioritizationOperationsPortfolio |