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| Criterion |  Product Strategy Lean Canvas |  Operations A3 Problem Solving |  Innovation Design Charrette |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 45-90 min | Halber Tag bis mehrere Tage | 30-60 min |
Participantsdifferent | 1-6 | 2-5 | 10-50 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | A3 Report, Action Plan, Root Cause Analysis | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | StartupLeanAssumptionsBusiness model | LeanProblem solvingCoachingOperations | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativityWorkshopDivergence |