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| Criterion |  Decision Making Radar |  Operations Gemba Walk |  Innovation Lean Startup |
|---|---|---|---|
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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 1-2 h | 30-120 min | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 2-10 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Observation Notes, Improvement Ideas | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | AssessmentPortfolioCapability | LeanObservationProcessOperations | LeanStartupValidationMVP |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
