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| Criterion |  Decision Making Radar |  Decision Making OODA Loop |  Systems Thinking VUCA Scan |  Business Strategy Three Horizons |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-2 h | 15-60 min je Zyklus | 30-90 min | Halbtags-Workshop, dann iterativ |
Participantsdifferent | 2-10 | 1-8 | 1-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Situation Assessment, Decision Loop, Action Updates | VUCA Map, Response Options, Signal and Learning Plan | Horizon map, Portfolio view, Initiatives per horizon, Resource plan |
Tagsno overlap | AssessmentPortfolioCapability | DecisionChangeLearningStrategy | SensemakingUncertaintyComplexityStrategyForesight | StrategyInnovationPortfolioForesight |