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| Criterion |  Operations Gemba Walk |  Product Discovery Assumption Mapping |  Innovation Lean Startup |  Growth A/B Testing |
|---|---|---|---|---|
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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 30-120 min | 45-60 min | Wochen bis Monate je Lernzyklus | 1-4 Wochen |
Participantsdifferent | 2-6 | 2-8 | 2-8 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Observation Notes, Improvement Ideas | Assumption map, Test backlog, Risk ranking | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Experiment results, Decision log, Learning summary |
Tagsno overlap | LeanObservationProcessOperations | AssumptionsRiskExperimentsValidation | LeanStartupValidationMVP | ExperimentsGrowthAnalyticsValidation |