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| Criterion |  Innovation Design Sprint |  Operations Gemba Walk |  Innovation Design Thinking |  Innovation Lean Startup |
|---|---|---|---|---|
Purposedifferent | 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 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 complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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 | High | Low | High | Medium |
Timedifferent | 4-5 Tage | 30-120 min | 1 Tag bis mehrere Wochen | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 5-8 | 2-6 | 4-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Prototype, Test Findings, Decision Rationale | Observation Notes, Improvement Ideas | Problem Statement, Prototype, Test Learnings | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | Design sprintPrototypeValidationInnovation | LeanObservationProcessOperations | InnovationPrototypeResearch | LeanStartupValidationMVP |