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| Criterion |  Decision Making Radar |  Decision Making Pre-Mortem |  Business Strategy Ansoff Matrix |  Decision Making Constraint 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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-2 h | 20–45 min | 45-90 min | 30-90 min |
Participantsdifferent | 2-10 | Small cross-functional group | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Risk list, Mitigation plan, Assumption log | Ansoff Matrix, Growth Options, Risk Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | AssessmentPortfolioCapability | RiskDecisionFailurePlanning | GrowthStrategyMarketPortfolio | ConstraintsDecisionPlanningOptions |