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| Criterion |  Decision Making Radar |  Systems Thinking Leverage Points |  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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 | High | Medium | Low |
Timedifferent | 1-2 h | Half day | 45-90 min | 30-60 min |
Participantsdifferent | 2-10 | 3-12 | 2-5 | 1-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Leverage Map, Action Strategy | A3 Report, Action Plan, Root Cause Analysis | ABC Classification, Focus Rules, Control List |
Tagsno overlap | AssessmentPortfolioCapability | Systems thinkingChangeStrategy | LeanProblem solvingCoachingOperations | PrioritizationOperationsPortfolio |