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| Criterion |  Operations Gemba Walk |  Business Strategy 5-Minuten VC-Check |  Operations Kepner-Tregoe |  Innovation Lean Startup |
|---|---|---|---|---|
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 5-Minute VC Check clarifies opportunities and strategic options at the earliest idea stage. It compares problem quality, customer willingness to pay, alternatives, differentiation, and market potential, and captures the result as a VC-check note, go/sharpen/park decision, and risk list. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 30-120 min | 5-15 min | 2-8 h | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 2-6 | 1-5 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step | Problem Analysis, Decision Analysis, Risk Plan | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | LeanObservationProcessOperations | StartupValidationCompetition | Problem solvingRoot causeDecisionOperations | LeanStartupValidationMVP |