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| Criterion |  Decision Making Radar |  Operations Getting Things Done |  Business Strategy Strategy Map |  Operations Weekly Review |
|---|---|---|---|---|
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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 h | 1-2 h Setup, laufend | 2-4 h workshop plus review | 30-60 min |
Participantsdifferent | 2-10 | 1 | 4-10 | 1 |
Formatdifferent | Workshop + async | Async | Workshop | Async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Action Lists, Project List, Review Routine | Strategy Map, Objective Set, Cause-Effect Hypotheses | Updated Task System, Weekly Focus, Next Actions |
Tagsno overlap | AssessmentPortfolioCapability | ProductivityPlanningTasksExecution | AlignmentExecutionGoalsCausality | ProductivityExecutionPlanning |