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| Criterion |  Decision Making Radar |  Systems Thinking Futures Wheel |  Systems Thinking Leverage Points |  Business Strategy Ansoff 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. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-2 h | 60-120 min | Half day | 45-90 min |
Participantsdifferent | 2-10 | 3-10 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Futures Wheel, Consequence Chains, Strategic Signals | Leverage Map, Action Strategy | Ansoff Matrix, Growth Options, Risk Notes |
Tagsno overlap | AssessmentPortfolioCapability | ForesightSystems thinkingSignals | Systems thinkingChangeStrategy | GrowthStrategyMarketPortfolio |