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| Criterion |  Product Discovery Assumption Mapping |  Product Strategy Lean Canvas |  Operations 5 Whys |  Innovation Lean Startup |
|---|---|---|---|---|
Purposedifferent | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-60 min | 45-90 min | 15-30 min | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 2-8 | 1-6 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Assumption map, Test backlog, Risk ranking | Lean Canvas, Core Assumptions, Experiment Backlog | Root cause notes, Countermeasures | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | AssumptionsRiskExperimentsValidation | StartupLeanAssumptionsBusiness model | Root causeIncidentLeanProblem solving | LeanStartupValidationMVP |