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| Criterion |  Operations ABC Analysis |  Innovation Design Sprint |  Operations Gemba Walk |  Innovation Double Diamond |
|---|---|---|---|---|
Purposedifferent | 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 the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30-60 min | 4-5 Tage | 30-120 min | Wochen bis Monate |
Participantsdifferent | 1-5 | 5-8 | 2-6 | 3-12 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Prototype, Test Findings, Decision Rationale | Observation Notes, Improvement Ideas | Problem Statement, Solution Options, Prototypes, Deliverables per Phase |
Tagsno overlap | PrioritizationOperationsPortfolio | Design sprintPrototypeValidationInnovation | LeanObservationProcessOperations | ProcessDivergenceInnovation |