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| Criterion |  Innovation Design Thinking |  Operations Kaizen Event |  Innovation Lean Startup |  Innovation Design Sprint |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | 1 Tag bis mehrere Wochen | 0.5-5 Tage | Wochen bis Monate je Lernzyklus | 4-5 Tage |
Participantsdifferent | 4-10 | 4-10 | 2-8 | 5-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Prototype, Test Findings, Decision Rationale |
Tagsno overlap | InnovationPrototypeResearch | LeanContinuous improvementOperations | LeanStartupValidationMVP | Design sprintPrototypeValidationInnovation |