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| Criterion |  Operations Change Analysis |  Product Strategy Lean Canvas |  Product Discovery Pretotyping |  Innovation Lean Startup |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data. | 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 | 45-120 min | 45-90 min | Stunden bis wenige Tage | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 2-6 | 1-6 | 1-4 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Lean Canvas, Core Assumptions, Experiment Backlog | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | StartupLeanAssumptionsBusiness model | ValidationDemandMVP | LeanStartupValidationMVP |