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| Criterion |  Decision Making Radar |  Decision Making DACI |  Operations RACI Matrix |  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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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 | 30-60 min | 45-90 min | 30-60 min |
Participantsdifferent | 2-10 | 2-10 | 2-8 | 1-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | DACI Matrix, Decision Owner, Decision Log | RACI Matrix, Responsibility Map, Decision Notes | ABC Classification, Focus Rules, Control List |
Tagsno overlap | AssessmentPortfolioCapability | DecisionRolesGovernanceAlignment | RolesResponsibilityGovernanceOperations | PrioritizationOperationsPortfolio |