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| Criterion |  Product Strategy Lean Canvas |  Operations Ivy Lee Method |  Operations Gemba Walk |  Operations ALPEN Method |
|---|---|---|---|---|
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. | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 45-90 min | 5-10 min daily | 30-120 min | 10-20 min daily |
Participantsdifferent | 1-6 | 1 | 2-6 | 1 |
Formatdifferent | Workshop + async | Async | Workshop | Async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Daily Priority List, Completion Notes | Observation Notes, Improvement Ideas | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | StartupLeanAssumptionsBusiness model | PrioritizationProductivityExecution | LeanObservationProcessOperations | PlanningTime managementProductivityOperations |