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| Criterion |  Operations A3 Problem Solving |  Innovation Lean Startup |  Product Discovery Assumption Mapping |  Product Strategy Lean Canvas |
|---|---|---|---|---|
Purposedifferent | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | Wochen bis Monate je Lernzyklus | 45-60 min | 45-90 min |
Participantsdifferent | 2-5 | 2-8 | 2-8 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Assumption map, Test backlog, Risk ranking | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | LeanProblem solvingCoachingOperations | LeanStartupValidationMVP | AssumptionsRiskExperimentsValidation | StartupLeanAssumptionsBusiness model |