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| Criterion |  Product Strategy Lean Canvas |  Innovation Double Diamond |  Operations Standard Work Analysis |  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. | 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 the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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 | Medium | Medium | Low |
Timedifferent | 45-90 min | Wochen bis Monate | 1-3 h | 30-120 min |
Participantsdifferent | 1-6 | 3-12 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Observation Notes, Improvement Ideas |
Tagsno overlap | StartupLeanAssumptionsBusiness model | ProcessDivergenceInnovation | LeanProcessQuality | LeanObservationProcessOperations |