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| Criterion |  Product Strategy Lean Canvas |  Operations Gemba Walk |  Operations Weekly Review |  Operations Getting Things Done |
|---|---|---|---|---|
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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 45-90 min | 30-120 min | 30-60 min | 1-2 h Setup, laufend |
Participantsdifferent | 1-6 | 2-6 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop | Async | Async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Observation Notes, Improvement Ideas | Updated Task System, Weekly Focus, Next Actions | Action Lists, Project List, Review Routine |
Tagsno overlap | StartupLeanAssumptionsBusiness model | LeanObservationProcessOperations | ProductivityExecutionPlanning | ProductivityPlanningTasksExecution |