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| Criterion |  Innovation How Might We |  Operations Kaizen Event |  Agile WSJF |  Operations ABC Analysis |
|---|---|---|---|---|
Purposedifferent | With a stuck problem carrying many implicit assumptions, the method translates observations into open, workable questions. It sharpens the problem frame without pre-thinking the solution, turning frustration or fuzziness into a search space with clear direction. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 30–45 min | 0.5-5 Tage | 45-90 min | 30-60 min |
Participantsdifferent | 1-10 | 4-10 | 3-10 | 1-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Ranked Backlog, Cost-of-Delay Assumptions | ABC Classification, Focus Rules, Control List |
Tagsno overlap | FramingOpportunityIdeationQuestions | LeanContinuous improvementOperations | LeanEconomicsSequencePrioritization | PrioritizationOperationsPortfolio |