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| Criterion |  Product Strategy Lean Canvas |  Innovation Double Diamond |  Operations Gemba Walk |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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 complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-90 min | Wochen bis Monate | 30-120 min | 1-2 h |
Participantsdifferent | 1-6 | 3-12 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Observation Notes, Improvement Ideas | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | StartupLeanAssumptionsBusiness model | ProcessDivergenceInnovation | LeanObservationProcessOperations | Business modelStrategyValueInnovation |