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| Criterion |  Innovation Design Thinking |  Operations Process Mapping |  Operations After-Action Review |  Operations Learning Review |
|---|---|---|---|---|
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 a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 1 Tag bis mehrere Wochen | 1-3 h | 20-45 min | 1-3 h |
Participantsdifferent | 4-10 | 3-10 | 3-12 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Process Map, Handoff List, Improvement Backlog | Lessons learned, Action items, Event summary | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | InnovationPrototypeResearch | ProcessOperationsImprovement | LearningOperationsImprovement | LearningRetrospectiveIncidentOperations |