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| Criterion |  Decision Making Radar |  Product Strategy Impact Mapping |  Innovation Lean Startup |  Business Strategy GAP 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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h | 45-90 min | Wochen bis Monate je Lernzyklus | 1-3 h |
Participantsdifferent | 2-10 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Impact Map, Outcome Hypotheses, Delivery Options | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | AssessmentPortfolioCapability | OutcomesStrategyBehaviorPlanning | LeanStartupValidationMVP | StrategyAnalysisPlanning |