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| Criterion |  Innovation Crazy 8s |  Operations Gemba Walk |  Innovation Design Sprint |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | 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. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 8-15 min | 30-120 min | 4-5 Tage | 30-60 min |
Participantsdifferent | 1-10 | 2-6 | 5-8 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Sketch Set, Idea Shortlist, Direction Options | Observation Notes, Improvement Ideas | Prototype, Test Findings, Decision Rationale | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | BrainstormingSketchingSpeedDivergenceDesign sprint | LeanObservationProcessOperations | Design sprintPrototypeValidationInnovation | BrainstormingIdeationCreativityWorkshopDivergence |