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| Criterion |  Operations Gemba Walk |  Product Strategy Impact Mapping |  Business Strategy 5-Minuten VC-Check |  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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 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 | Medium | Low | Medium |
Timedifferent | 30-120 min | 45-90 min | 5-15 min | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 2-6 | 3-8 | 1-5 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Impact Map, Outcome Hypotheses, Delivery Options | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | LeanObservationProcessOperations | OutcomesStrategyBehaviorPlanning | StartupValidationCompetition | LeanStartupValidationMVP |