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| Criterion |  Operations Change Analysis |  Product Discovery Pretotyping |  Product Strategy Lean Canvas |  Operations 5 Whys |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 45-120 min | Stunden bis wenige Tage | 45-90 min | 15-30 min |
Participantsdifferent | 2-6 | 1-4 | 1-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Lean Canvas, Core Assumptions, Experiment Backlog | Root cause notes, Countermeasures |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | ValidationDemandMVP | StartupLeanAssumptionsBusiness model | Root causeIncidentLeanProblem solving |