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| Criterion |  Innovation Design Thinking |  Operations ABC Analysis |  Operations Gemba Walk |  Innovation Double Diamond |
|---|---|---|---|---|
Purposedifferent | 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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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 problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | 1 Tag bis mehrere Wochen | 30-60 min | 30-120 min | Wochen bis Monate |
Participantsdifferent | 4-10 | 1-5 | 2-6 | 3-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Prototype, Test Learnings | ABC Classification, Focus Rules, Control List | Observation Notes, Improvement Ideas | Problem Statement, Solution Options, Prototypes, Deliverables per Phase |
Tagsno overlap | InnovationPrototypeResearch | PrioritizationOperationsPortfolio | LeanObservationProcessOperations | ProcessDivergenceInnovation |