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| Criterion |  Product Strategy Lean Canvas |  Operations Kaizen Event |  Knowledge Modeling Knowledge Mapping |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 0.5-5 Tage | 1-3 h | 45-90 min |
Participantsdifferent | 1-6 | 4-10 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | StartupLeanAssumptionsBusiness model | LeanContinuous improvementOperations | KnowledgeMappingRisk | AssumptionsRiskDecisionDiscovery |