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| Criterion |  Product Strategy Lean Canvas |  Operations Gemba Walk |  Business Strategy Business Model Stress Test |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 45-90 min | 30-120 min | Half day | 45-90 min |
Participantsdifferent | 1-6 | 2-6 | 3-8 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Observation Notes, Improvement Ideas | Stress Test Report, Action Plan per Scenario | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | StartupLeanAssumptionsBusiness model | LeanObservationProcessOperations | StrategyBusiness modelRiskDiagnosis | LeanProblem solvingCoachingOperations |