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| Criterion |  Operations Kaizen Event |  Decision Making Delphi Method |  Systems Thinking VUCA Scan |  Product Strategy DIBB |
|---|---|---|---|---|
Purposedifferent | 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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 0.5-5 Tage | 1-4 Wochen | 30-90 min | 1-2 h |
Participantsdifferent | 4-10 | 6-30 Experten | 1-10 | 2-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Expert Forecast, Consensus Range, Assumption Notes | VUCA Map, Response Options, Signal and Learning Plan | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | LeanContinuous improvementOperations | ForecastingExpertsDecisionStrategy | SensemakingUncertaintyComplexityStrategyForesight | StrategyDecisionAssumptionsHypothesis |