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| Criterion |  Decision Making Radar |  Product Strategy RICE Scoring |  Operations Gemba Walk |  Decision Making Decision Matrix |
|---|---|---|---|---|
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. | When many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-2 h | 60-90 min | 30-120 min | 45-90 min |
Participantsdifferent | 2-10 | 2-10 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | RICE Scores, Ranked List, Assumption Log | Observation Notes, Improvement Ideas | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | AssessmentPortfolioCapability | PrioritizationScoringRoadmapTradeoffs | LeanObservationProcessOperations | DecisionCriteriaScoringTradeoffs |