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| Criterion |  Product Strategy Lean Canvas |  Operations After-Action Review |  Operations Process Mapping |  Innovation Lean Startup |
|---|---|---|---|---|
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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 45-90 min | 20-45 min | 1-3 h | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 1-6 | 3-12 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | StartupLeanAssumptionsBusiness model | LearningOperationsImprovement | ProcessOperationsImprovement | LeanStartupValidationMVP |