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| Criterion |  Operations Gemba Walk |  Product Strategy ICE Scoring |  Business Strategy Ansoff Matrix |  Operations ABC Analysis |
|---|---|---|---|---|
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 ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-120 min | 30-60 min | 45-90 min | 30-60 min |
Participantsdifferent | 2-6 | 2-8 | 2-8 | 1-5 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Observation Notes, Improvement Ideas | ICE Table, Top Idea List | Ansoff Matrix, Growth Options, Risk Notes | ABC Classification, Focus Rules, Control List |
Tagsno overlap | LeanObservationProcessOperations | PrioritizationScoringGrowthDecision | GrowthStrategyMarketPortfolio | PrioritizationOperationsPortfolio |