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| Criterion |  Product Discovery Concierge MVP |  Product Discovery Problem Interview |  Operations Gemba Walk |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | When an idea can first fail or grow through genuine hands-on support, it relies on manual work instead of automation. It shows whether user value holds up even under manual execution. | When the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-4 Wochen | 30-60 min je Interview | 30-120 min | 0.5-5 Tage |
Participantsdifferent | 3-10 Kunden | 5-12 Interviews | 2-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Concierge Learnings, Service Blueprint, MVP Risks | Problem Evidence, Risk Notes, Customer Segments | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | MVPValidationServiceDiscovery | DiscoveryInterviewsValidation | LeanObservationProcessOperations | LeanContinuous improvementOperations |