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| Criterion |  Innovation Double Diamond |  Innovation Design Thinking |  Product Strategy Lean Canvas |  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. | 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. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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 | High | Medium | Low |
Timedifferent | Wochen bis Monate | 1 Tag bis mehrere Wochen | 45-90 min | 30-120 min |
Participantsdifferent | 3-12 | 4-10 | 1-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Problem Statement, Prototype, Test Learnings | Lean Canvas, Core Assumptions, Experiment Backlog | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessDivergenceInnovation | InnovationPrototypeResearch | StartupLeanAssumptionsBusiness model | LeanObservationProcessOperations |