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| Criterion |  Decision Making Radar |  Product Strategy Lean Canvas |  Operations Kaizen Event |  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. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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 | Medium | Low |
Timedifferent | 1-2 h | 45-90 min | 0.5-5 Tage | 30-60 min |
Participantsdifferent | 2-10 | 1-6 | 4-10 | 1-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Lean Canvas, Core Assumptions, Experiment Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | ABC Classification, Focus Rules, Control List |
Tagsno overlap | AssessmentPortfolioCapability | StartupLeanAssumptionsBusiness model | LeanContinuous improvementOperations | PrioritizationOperationsPortfolio |