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| Criterion |  Product Strategy Lean Canvas |  DevOps Incident Command |  Operations Gemba Walk |  DevOps Game Day |
|---|---|---|---|---|
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. | During an acute incident with several people involved, the method creates a clear leadership and communication structure. It reduces chaos when fast coordination and clean situational awareness are both needed at once. | 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 preparing for rare incidents, the method tests response capability under controlled conditions. It shows where assumptions about stability, roles, and recovery are too optimistic. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 45-90 min | As needed | 30-120 min | Halber Tag |
Participantsdifferent | 1-6 | 4-15 | 2-6 | 5-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Incident Log, Action Tracker, Stakeholder Updates | Observation Notes, Improvement Ideas | Simulation Notes, Gaps List, Updated Runbooks |
Tagsno overlap | StartupLeanAssumptionsBusiness model | IncidentOperationsReliability | LeanObservationProcessOperations | ResilienceOperationsIncident |