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| Criterion |  Decision Making Radar |  Systems Thinking Systems Mapping |  Systems Thinking Intervention Mapping |  Business Strategy Ansoff 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. | 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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-2 h | 1-3 h | 1-5 Tage | 45-90 min |
Participantsdifferent | 2-10 | 3-12 | 4-12 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | System Map, Dependencies, Leverage Points | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Ansoff Matrix, Growth Options, Risk Notes |
Tagsno overlap | AssessmentPortfolioCapability | Systems thinkingMappingBoundariesChange | ChangeSystems thinkingCapability | GrowthStrategyMarketPortfolio |