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| Criterion |  Engineering Golden Path |  Decision Making Decision Rights Mapping |  Innovation Lean Startup |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | When teams need a reliable default path for frequent use, sprawl quickly emerges without any guiding logic. Golden Path bundles the preferred path so good practice becomes easy and deviation becomes deliberate. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 Tage Setup, laufend | 90-180 min | Wochen bis Monate je Lernzyklus | 30-60 min |
Participantsdifferent | 2-8 | 4-12 | 2-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Golden Path Guide, Templates, Quality Checks | Decision Rights Matrix, Agreement | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | EngineeringProductivityGovernance | DecisionGovernanceAlignmentResponsibility | LeanStartupValidationMVP | DecisionRolesGovernanceAlignment |