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| Criterion |  Product Strategy Lean Canvas |  DevOps Game Day |  Operations Gemba Walk |  Operations 5 Whys |
|---|---|---|---|---|
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. | In preparing for rare incidents, the method tests response capability under controlled conditions. It shows where assumptions about stability, roles, and recovery are too optimistic. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 45-90 min | Halber Tag | 30-120 min | 15-30 min |
Participantsdifferent | 1-6 | 5-20 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Simulation Notes, Gaps List, Updated Runbooks | Observation Notes, Improvement Ideas | Root cause notes, Countermeasures |
Tagsno overlap | StartupLeanAssumptionsBusiness model | ResilienceOperationsIncident | LeanObservationProcessOperations | Root causeIncidentLeanProblem solving |