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| Criterion |  Operations Gemba Walk |  Innovation Lean Startup |  Innovation Design Thinking |  Innovation Design Sprint |
|---|---|---|---|---|
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. | 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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | 30-120 min | Wochen bis Monate je Lernzyklus | 1 Tag bis mehrere Wochen | 4-5 Tage |
Participantsdifferent | 2-6 | 2-8 | 4-10 | 5-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Problem Statement, Prototype, Test Learnings | Prototype, Test Findings, Decision Rationale |
Tagsno overlap | LeanObservationProcessOperations | LeanStartupValidationMVP | InnovationPrototypeResearch | Design sprintPrototypeValidationInnovation |