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| Criterion |  Operations Gemba Walk |  Operations ABC Analysis |  Business Strategy Ansoff Matrix |  Product Strategy ICE Scoring |
|---|---|---|---|---|
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. | 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. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-120 min | 30-60 min | 45-90 min | 30-60 min |
Participantsdifferent | 2-6 | 1-5 | 2-8 | 2-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | ABC Classification, Focus Rules, Control List | Ansoff Matrix, Growth Options, Risk Notes | ICE Table, Top Idea List |
Tagsno overlap | LeanObservationProcessOperations | PrioritizationOperationsPortfolio | GrowthStrategyMarketPortfolio | PrioritizationScoringGrowthDecision |