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| Criterion |  Product Strategy Lean Canvas |  UX Research Card Sorting |  Operations Kaizen Event |  Operations Gemba Walk |
|---|---|---|---|---|
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. | When content only makes sense internally and users can't find the structure again, card sorting exposes their mental order. Terms, groups, and naming are then aligned with the target group's expectations. | 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 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 45-90 min | 20-45 min | 0.5-5 Tage | 30-120 min |
Participantsdifferent | 1-6 | Based on research question | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Content groups, Label set, IA hypotheses | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas |
Tagsno overlap | StartupLeanAssumptionsBusiness model | Information architectureNavigationStructure | LeanContinuous improvementOperations | LeanObservationProcessOperations |