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| Criterion |  Decision Making Radar |  Systems Thinking Systems Mapping |  Business Strategy Three Horizons |  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. | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. | 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 | Medium | High |
Timedifferent | 1-2 h | 1-3 h | Halbtags-Workshop, dann iterativ | Half day |
Participantsdifferent | 2-10 | 3-12 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | System Map, Dependencies, Leverage Points | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | Leverage Map, Action Strategy |
Tagsno overlap | AssessmentPortfolioCapability | Systems thinkingMappingBoundariesChange | StrategyInnovationPortfolioForesight | Systems thinkingChangeStrategy |