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| Criterion |  Operations After-Action Review |  Innovation Lean Startup |  Product Strategy Lean Canvas |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 20-45 min | Wochen bis Monate je Lernzyklus | 45-90 min | 45-60 min |
Participantsdifferent | 3-12 | 2-8 | 1-6 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Lean Canvas, Core Assumptions, Experiment Backlog | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | LearningOperationsImprovement | LeanStartupValidationMVP | StartupLeanAssumptionsBusiness model | AssumptionsRiskExperimentsValidation |