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| Criterion |  Operations ABC Analysis |  Innovation Lean Startup |  Business Strategy 5-Minuten VC-Check |  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 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. | The 5-Minute VC Check clarifies opportunities and strategic options at the earliest idea stage. It compares problem quality, customer willingness to pay, alternatives, differentiation, and market potential, and captures the result as a VC-check note, go/sharpen/park decision, and risk list. | 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 | Medium | Low | Low |
Timedifferent | 30-60 min | Wochen bis Monate je Lernzyklus | 5-15 min | 30-120 min |
Participantsdifferent | 1-5 | 2-8 | 1-5 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step | Observation Notes, Improvement Ideas |
Tagsno overlap | PrioritizationOperationsPortfolio | LeanStartupValidationMVP | StartupValidationCompetition | LeanObservationProcessOperations |