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| Criterion |  Business Strategy Strategy Map |  Operations ABC Analysis |  Decision Making RAPID |  Delivery Cost of Delay |
|---|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 2-4 h workshop plus review | 30-60 min | 45-90 min | 90-180 min |
Participantsdifferent | 4-10 | 1-5 | 3-12 | 3-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | ABC Classification, Focus Rules, Control List | RAPID Role Map, Recommendation, Decision Log | CoD Table, Prioritization Sequence |
Tagsno overlap | AlignmentExecutionGoalsCausality | PrioritizationOperationsPortfolio | DecisionRolesGovernance | PrioritizationDeliveryEconomicsDecision |