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| Criterion |  Operations Gemba Walk |  Innovation Lean Startup |  Innovation Design Thinking |  Innovation Double Diamond |
|---|---|---|---|---|
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. | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 30-120 min | Wochen bis Monate je Lernzyklus | 1 Tag bis mehrere Wochen | Wochen bis Monate |
Participantsdifferent | 2-6 | 2-8 | 4-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Problem Statement, Prototype, Test Learnings | Problem Statement, Solution Options, Prototypes, Deliverables per Phase |
Tagsno overlap | LeanObservationProcessOperations | LeanStartupValidationMVP | InnovationPrototypeResearch | ProcessDivergenceInnovation |