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| Criterion |  Decision Making Radar |  Operations RACI Matrix |  Operations ABC Analysis |  Decision Making RAPID |
|---|---|---|---|---|
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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-2 h | 45-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 2-10 | 2-8 | 1-5 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | RACI Matrix, Responsibility Map, Decision Notes | ABC Classification, Focus Rules, Control List | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | AssessmentPortfolioCapability | RolesResponsibilityGovernanceOperations | PrioritizationOperationsPortfolio | DecisionRolesGovernance |