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| Criterion |  Decision Making Risk Matrix |  Decision Making Radar |  Business Strategy Value Chain Analysis |
|---|---|---|---|
Purposedifferent | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. |
Complexitydifferent | Low | Medium | High |
Timedifferent | 30-60 min | 1-2 h | Half day |
Participantsdifferent | 3-10 | 2-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Radar Map, Capability Scores, Action Areas | Value Chain Map, Lever List |
Tagsno overlap | RiskDecisionPrioritizationAssessment | AssessmentPortfolioCapability | StrategyBusiness modelDiagnosisAnalysis |
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