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| Criterion |  Decision Making Radar |  Operations Scatter Diagram |  Operations ABC Analysis |  Decision Making Pareto 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. | When the question is whether two measures are related, the method makes patterns in the data picture visible. It separates felt correlations from relationships that actually show up in the data. | 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 many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-2 h | 30-90 min | 30-60 min | 30-60 min |
Participantsdifferent | 2-10 | 1-4 | 1-5 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Scatter Plot, Korrelationsnotiz, Hypothesenliste | ABC Classification, Focus Rules, Control List | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | AssessmentPortfolioCapability | Root causeQualityVisualization | PrioritizationOperationsPortfolio | PrioritizationQualityFocusRoot cause |