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| Criterion |  Business Strategy Value Chain Analysis |  Operations RACI Matrix |  Decision Making DACI |  Decision Making RAPID |
|---|---|---|---|---|
Purposedifferent | 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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | Half day | 45-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 3-8 | 2-8 | 2-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | RACI Matrix, Responsibility Map, Decision Notes | DACI Matrix, Decision Owner, Decision Log | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | RolesResponsibilityGovernanceOperations | DecisionRolesGovernanceAlignment | DecisionRolesGovernance |