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| Criterion |  Operations Gemba Walk |  Product Strategy Lean Canvas |  Growth A/B Testing |  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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. | 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 | High | Medium |
Timedifferent | 30-120 min | 45-90 min | 1-4 Wochen | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 2-6 | 1-6 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Lean Canvas, Core Assumptions, Experiment Backlog | Experiment results, Decision log, Learning summary | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | LeanObservationProcessOperations | StartupLeanAssumptionsBusiness model | ExperimentsGrowthAnalyticsValidation | LeanStartupValidationMVP |