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| Criterion |  Operations Gemba Walk |  Growth A/B Testing |  Operations After-Action Review |  Growth Growth Experiment |
|---|---|---|---|---|
Purposedifferent | 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. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. | 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. | When growth ideas surface quickly, the temptation to build immediately instead of learning is high. A Growth Experiment frames an assumption so target group, lever, and measurement are clear before the first deployment. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30-120 min | 1-4 Wochen | 20-45 min | 1-2 Wochen |
Participantsdifferent | 2-6 | 1-6 | 3-12 | 1-6 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Experiment results, Decision log, Learning summary | Lessons learned, Action items, Event summary | Experiment card, Result summary, Next bet |
Tagsno overlap | LeanObservationProcessOperations | ExperimentsGrowthAnalyticsValidation | LearningOperationsImprovement | MarketingGrowthExperimentsLearning |