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| Criterion |  Decision Making Radar |  Operations Visual Management |  Operations After-Action Review |  Operations ABC Analysis |
|---|---|---|---|---|
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. | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-2 h | Ongoing | 20-45 min | 30-60 min |
Participantsdifferent | 2-10 | 1-20 | 3-12 | 1-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Visual Board, Status Indicators, Exception Cues | Lessons learned, Action items, Event summary | ABC Classification, Focus Rules, Control List |
Tagsno overlap | AssessmentPortfolioCapability | SignalsOperationsVisual management | LearningOperationsImprovement | PrioritizationOperationsPortfolio |