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| Criterion |  Decision Making Radar |  Business Strategy Strategy Map |  Product Strategy SMART Goals |  Operations Getting Things Done |
|---|---|---|---|---|
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 goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-2 h | 2-4 h workshop plus review | 15-30 min | 1-2 h Setup, laufend |
Participantsdifferent | 2-10 | 4-10 | 1-8 | 1 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Strategy Map, Objective Set, Cause-Effect Hypotheses | SMART Goal, Measurement Note, Deadline | Action Lists, Project List, Review Routine |
Tagsno overlap | AssessmentPortfolioCapability | AlignmentExecutionGoalsCausality | GoalsPlanningMeasurementAlignment | ProductivityPlanningTasksExecution |