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| Criterion |  Decision Making Radar |  Innovation Lean Startup |  Business Strategy Ansoff Matrix |  Product Strategy Lean Canvas |
|---|---|---|---|---|
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. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-2 h | Wochen bis Monate je Lernzyklus | 45-90 min | 45-90 min |
Participantsdifferent | 2-10 | 2-8 | 2-8 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Ansoff Matrix, Growth Options, Risk Notes | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | AssessmentPortfolioCapability | LeanStartupValidationMVP | GrowthStrategyMarketPortfolio | StartupLeanAssumptionsBusiness model |