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| Criterion |  UX Design Design Studio |  Innovation Lean Startup |  Operations Kaizen Event |  Innovation Design Charrette |
|---|---|---|---|---|
Purposedifferent | When several designs need to be quickly put in relation to each other, it makes ideas visible and comparable. It encourages early variants instead of long upfront debates. | 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. | 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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | Wochen bis Monate je Lernzyklus | 0.5-5 Tage | Halber Tag bis mehrere Tage |
Participantsdifferent | 3-8 | 2-8 | 4-10 | 10-50 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Sketches, Concept Directions, Design Decisions | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | SketchingCollaborationIdeation | LeanStartupValidationMVP | LeanContinuous improvementOperations | BrainstormingWorkshopCollaborationIdeation |