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| Criterion |  Product Discovery Jobs to Be Done |  Operations Gemba Walk |  Operations ALPEN Method |  Product Strategy Impact Mapping |
|---|---|---|---|---|
Purposedifferent | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 Wochen | 30-120 min | 10-20 min daily | 45-90 min |
Participantsdifferent | 5-12 Interviews | 2-6 | 1 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Observation Notes, Improvement Ideas | Daily Plan, Time Estimates, Review Notes | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | CustomerOutcomesNeeds | LeanObservationProcessOperations | PlanningTime managementProductivityOperations | OutcomesStrategyBehaviorPlanning |