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| Criterion |  Decision Making Radar |  Decision Making Decision Tree |  Product Strategy ICE Scoring |  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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. | 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 | Medium | Low | Low |
Timedifferent | 1-2 h | 30-90 min | 30-60 min | 30-60 min |
Participantsdifferent | 2-10 | 1-6 | 2-8 | 1-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Decision Tree, Option Map, Assumption List | ICE Table, Top Idea List | ABC Classification, Focus Rules, Control List |
Tagsno overlap | AssessmentPortfolioCapability | DecisionTreeOptions | PrioritizationScoringGrowthDecision | PrioritizationOperationsPortfolio |