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| Criterion |  Operations Gemba Walk |  Business Strategy Blue Ocean Strategy Canvas |  Operations Process Mapping |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | The Blue Ocean Strategy Canvas shows how an offering is positioned relative to the market. Differentiation thereby becomes tangible in value factors instead of merely being claimed. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-120 min | 2-4 h | 1-3 h | 1-2 h |
Participantsdifferent | 2-6 | 3-10 | 3-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Strategy Canvas, Value Curve, ERRC Actions | Process Map, Handoff List, Improvement Backlog | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | LeanObservationProcessOperations | StrategyPositioningInnovationValue | ProcessOperationsImprovement | Business modelStrategyValueInnovation |