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| Criterion |  Innovation Design Thinking |  Innovation Lean Startup |  Innovation Double Diamond |  Operations Gemba Walk |
|---|---|---|---|---|
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 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 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. | 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. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 1 Tag bis mehrere Wochen | Wochen bis Monate je Lernzyklus | Wochen bis Monate | 30-120 min |
Participantsdifferent | 4-10 | 2-8 | 3-12 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Observation Notes, Improvement Ideas |
Tagsno overlap | InnovationPrototypeResearch | LeanStartupValidationMVP | ProcessDivergenceInnovation | LeanObservationProcessOperations |