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| Criterion |  Business Strategy Strategy Map |  Operations ABC Analysis |  Decision Making Risk Matrix |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 2-4 h workshop plus review | 30-60 min | 30-60 min | 90-180 min |
Participantsdifferent | 4-10 | 1-5 | 3-10 | 4-12 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | ABC Classification, Focus Rules, Control List | Risk Matrix, Top Risk List | Decision Rights Matrix, Agreement |
Tagsno overlap | AlignmentExecutionGoalsCausality | PrioritizationOperationsPortfolio | RiskDecisionPrioritizationAssessment | DecisionGovernanceAlignmentResponsibility |