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| Criterion |  Growth Growth Experiment |  Operations A3 Problem Solving |  Operations After-Action Review |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | When growth ideas surface quickly, the temptation to build immediately instead of learning is high. A Growth Experiment frames an assumption so target group, lever, and measurement are clear before the first deployment. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 Wochen | 45-90 min | 20-45 min | 30-120 min |
Participantsdifferent | 1-6 | 2-5 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Experiment card, Result summary, Next bet | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary | Observation Notes, Improvement Ideas |
Tagsno overlap | MarketingGrowthExperimentsLearning | LeanProblem solvingCoachingOperations | LearningOperationsImprovement | LeanObservationProcessOperations |