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| Criterion |  Decision Making Radar |  Business Strategy Strategy Map |  Operations ABC Analysis |  Product Strategy OKRs |
|---|---|---|---|---|
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. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-2 h | 2-4 h workshop plus review | 30-60 min | 1-2 h Setup |
Participantsdifferent | 2-10 | 4-10 | 1-5 | 2-20 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Strategy Map, Objective Set, Cause-Effect Hypotheses | ABC Classification, Focus Rules, Control List | OKR set, Measurement plan, Review cadence |
Tagsno overlap | AssessmentPortfolioCapability | AlignmentExecutionGoalsCausality | PrioritizationOperationsPortfolio | GoalsAlignmentOutcomesMeasurement |