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| Criterion |  Decision Making Radar |  Business Strategy Strategy Map |  Decision Making DACI |  Operations RACI 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. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 2-4 h workshop plus review | 30-60 min | 45-90 min |
Participantsdifferent | 2-10 | 4-10 | 2-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Strategy Map, Objective Set, Cause-Effect Hypotheses | DACI Matrix, Decision Owner, Decision Log | RACI Matrix, Responsibility Map, Decision Notes |
Tagsno overlap | AssessmentPortfolioCapability | AlignmentExecutionGoalsCausality | DecisionRolesGovernanceAlignment | RolesResponsibilityGovernanceOperations |