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| Criterion |  Decision Making Radar |  Innovation Lean Startup |  Operations Root Cause Tree 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 problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 1-2 h | Wochen bis Monate je Lernzyklus | 1-3 h |
Participantsdifferent | 2-10 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | AssessmentPortfolioCapability | LeanStartupValidationMVP | Root causeTreeIncidentQuality |
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