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| Criterion |  Innovation Design Sprint |  Innovation TRIZ |  Operations Gemba Walk |  Innovation Design Thinking |
|---|---|---|---|---|
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. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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. |
Complexitydifferent | High | High | Low | High |
Timedifferent | 4-5 Tage | 1-4 h | 30-120 min | 1 Tag bis mehrere Wochen |
Participantsdifferent | 5-8 | 2-8 | 2-6 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Prototype, Test Findings, Decision Rationale | Contradiction Statement, Inventive Principles, Solution Concepts | Observation Notes, Improvement Ideas | Problem Statement, Prototype, Test Learnings |
Tagsno overlap | Design sprintPrototypeValidationInnovation | InnovationProblem solvingContradictionsCreativity | LeanObservationProcessOperations | InnovationPrototypeResearch |