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| Criterion |  Operations Gemba Walk |  Business Strategy Business Model Canvas |  Innovation Double Diamond |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
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 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. | 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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 30-120 min | 1-2 h | Wochen bis Monate | Half day |
Participantsdifferent | 2-6 | 2-8 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Business Model Canvas, Assumption List, Business Hypotheses | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | LeanObservationProcessOperations | Business modelStrategyValueInnovation | ProcessDivergenceInnovation | StrategyBusiness modelRiskDiagnosis |