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| Criterion |  Product Discovery Assumption Mapping |  Innovation Lean Startup |  Decision Making Red Teaming |  Product Strategy Lean Canvas |
|---|---|---|---|---|
Purposedifferent | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 45-60 min | Wochen bis Monate je Lernzyklus | 1-4 h | 45-90 min |
Participantsdifferent | 2-8 | 2-8 | 3-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Assumption map, Test backlog, Risk ranking | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Challenge Findings, Risk Register, Mitigation Plan | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | AssumptionsRiskExperimentsValidation | LeanStartupValidationMVP | RiskDecisionSensemaking | StartupLeanAssumptionsBusiness model |