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| Criterion |  Operations Gemba Walk |  Systems Thinking Futures Wheel |  Innovation Lean Startup |  Business Strategy 5-Minuten VC-Check |
|---|---|---|---|---|
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 Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | 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. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-120 min | 60-120 min | Wochen bis Monate je Lernzyklus | 5-15 min |
Participantsdifferent | 2-6 | 3-10 | 2-8 | 1-5 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Futures Wheel, Consequence Chains, Strategic Signals | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step |
Tagsno overlap | LeanObservationProcessOperations | ForesightSystems thinkingSignals | LeanStartupValidationMVP | StartupValidationCompetition |