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| Criterion |  Operations ABC Analysis |  Innovation Design Thinking |  Innovation Double Diamond |  Operations Gemba Walk |
|---|---|---|---|---|
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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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. | 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. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 30-60 min | 1 Tag bis mehrere Wochen | Wochen bis Monate | 30-120 min |
Participantsdifferent | 1-5 | 4-10 | 3-12 | 2-6 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Problem Statement, Prototype, Test Learnings | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Observation Notes, Improvement Ideas |
Tagsno overlap | PrioritizationOperationsPortfolio | InnovationPrototypeResearch | ProcessDivergenceInnovation | LeanObservationProcessOperations |