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| Criterion |  Decision Making Radar |  Business Strategy Strategy Map |  Decision Making Risk Matrix |  Decision Making DACI |
|---|---|---|---|---|
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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 2-4 h workshop plus review | 30-60 min | 30-60 min |
Participantsdifferent | 2-10 | 4-10 | 3-10 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Strategy Map, Objective Set, Cause-Effect Hypotheses | Risk Matrix, Top Risk List | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | AssessmentPortfolioCapability | AlignmentExecutionGoalsCausality | RiskDecisionPrioritizationAssessment | DecisionRolesGovernanceAlignment |