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| Criterion |  Decision Making Radar |  Systems Thinking Systems Mapping |  Operations ABC Analysis |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-2 h | 1-3 h | 30-60 min | Half day |
Participantsdifferent | 2-10 | 3-12 | 1-5 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | System Map, Dependencies, Leverage Points | ABC Classification, Focus Rules, Control List | Leverage Map, Action Strategy |
Tagsno overlap | AssessmentPortfolioCapability | Systems thinkingMappingBoundariesChange | PrioritizationOperationsPortfolio | Systems thinkingChangeStrategy |