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| Criterion |  Decision Making Radar |  Operations Visual Management |  Systems Thinking Leverage Points |  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. | 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. | 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. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 1-2 h | Ongoing | Half day | 45-90 min |
Participantsdifferent | 2-10 | 1-20 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Visual Board, Status Indicators, Exception Cues | Leverage Map, Action Strategy | Ansoff Matrix, Growth Options, Risk Notes |
Tagsno overlap | AssessmentPortfolioCapability | SignalsOperationsVisual management | Systems thinkingChangeStrategy | GrowthStrategyMarketPortfolio |