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| Criterion |  Operations Gemba Walk |  Product Strategy Lean Canvas |  Decision Making Assumption Surfacing |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-120 min | 45-90 min | 45-90 min | 45-60 min |
Participantsdifferent | 2-6 | 1-6 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Lean Canvas, Core Assumptions, Experiment Backlog | Assumption List, Critical Assumptions, Learning Plan | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | LeanObservationProcessOperations | StartupLeanAssumptionsBusiness model | AssumptionsRiskDecisionDiscovery | AssumptionsRiskExperimentsValidation |