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| Criterion |  DevOps Incident Command |  Product Strategy Lean Canvas |  Operations Gemba Walk |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | During an acute incident with several people involved, the method creates a clear leadership and communication structure. It reduces chaos when fast coordination and clean situational awareness are both needed at once. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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 a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | As needed | 45-90 min | 30-120 min | 15-30 min |
Participantsdifferent | 4-15 | 1-6 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Incident Log, Action Tracker, Stakeholder Updates | Lean Canvas, Core Assumptions, Experiment Backlog | Observation Notes, Improvement Ideas | Root cause notes, Countermeasures |
Tagsno overlap | IncidentOperationsReliability | StartupLeanAssumptionsBusiness model | LeanObservationProcessOperations | Root causeIncidentLeanProblem solving |