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| Criterion |  Systems Thinking Systems Mapping |  Operations ABC Analysis |  Decision Making Radar |  Decision Making Risk Matrix |
|---|---|---|---|---|
Purposedifferent | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 30-60 min | 1-2 h | 30-60 min |
Participantsdifferent | 3-12 | 1-5 | 2-10 | 3-10 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | ABC Classification, Focus Rules, Control List | Radar Map, Capability Scores, Action Areas | Risk Matrix, Top Risk List |
Tagsno overlap | Systems thinkingMappingBoundariesChange | PrioritizationOperationsPortfolio | AssessmentPortfolioCapability | RiskDecisionPrioritizationAssessment |