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| Criterion |  Product Strategy Lean Canvas |  Operations Change Analysis |  Product Discovery Pretotyping |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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 deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-90 min | 45-120 min | Stunden bis wenige Tage | 45-60 min |
Participantsdifferent | 1-6 | 2-6 | 1-4 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | StartupLeanAssumptionsBusiness model | ChangeRoot causeTroubleshootingComparison | ValidationDemandMVP | AssumptionsRiskExperimentsValidation |