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| Criterion |  Decision Making Radar |  Decision Making RAPID |  Decision Making Delphi Method |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-2 h | 45-90 min | 1-4 Wochen | 90-180 min |
Participantsdifferent | 2-10 | 3-12 | 6-30 Experten | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | RAPID Role Map, Recommendation, Decision Log | Expert Forecast, Consensus Range, Assumption Notes | Decision Rights Matrix, Agreement |
Tagsno overlap | AssessmentPortfolioCapability | DecisionRolesGovernance | ForecastingExpertsDecisionStrategy | DecisionGovernanceAlignmentResponsibility |