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| Criterion |  Innovation Double Diamond |  Operations ABC Analysis |  Decision Making Constraint Analysis |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | 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. | 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | Medium | Low | Low | Low |
Timedifferent | Wochen bis Monate | 30-60 min | 30-90 min | 30-120 min |
Participantsdifferent | 3-12 | 1-5 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | ABC Classification, Focus Rules, Control List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessDivergenceInnovation | PrioritizationOperationsPortfolio | ConstraintsDecisionPlanningOptions | LeanObservationProcessOperations |