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| Criterion |  Decision Making Radar |  Innovation Lean Startup |  Operations A3 Problem Solving |  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. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Wochen bis Monate je Lernzyklus | 45-90 min | 30-60 min |
Participantsdifferent | 2-10 | 2-8 | 2-5 | 1-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | A3 Report, Action Plan, Root Cause Analysis | ABC Classification, Focus Rules, Control List |
Tagsno overlap | AssessmentPortfolioCapability | LeanStartupValidationMVP | LeanProblem solvingCoachingOperations | PrioritizationOperationsPortfolio |