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| Criterion |  Operations DMAIC |  Decision Making Red Teaming |  Product Discovery Smoke Test |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | When demand only needs to be roughly verified, it tests interest with minimal effort. It measures whether people would take a next step at all. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | High | High | Low | Medium |
Timedifferent | 2-12 Wochen | 1-4 h | 1-5 Tage | 45-60 min |
Participantsdifferent | 3-10 | 3-8 | Nutzertraffic | 2-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Challenge Findings, Risk Register, Mitigation Plan | Interest Metrics, Conversion Signal, Learning Note | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | Continuous improvementQualityProcess improvement | RiskDecisionSensemaking | ValidationExperimentsDemandGrowth | AssumptionsRiskExperimentsValidation |