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| Criterion |  Innovation Double Diamond |  Operations ABC Analysis |  Product Strategy ICE Scoring |  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 ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. | 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 | 30-60 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 | ICE Table, Top Idea List | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessDivergenceInnovation | PrioritizationOperationsPortfolio | PrioritizationScoringGrowthDecision | LeanObservationProcessOperations |