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| Criterion |  Product Strategy Lean Canvas |  Innovation Lean Startup |  Operations Getting Things Done |  Operations Weekly Review |
|---|---|---|---|---|
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 uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | Wochen bis Monate je Lernzyklus | 1-2 h Setup, laufend | 30-60 min |
Participantsdifferent | 1-6 | 2-8 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Async | Async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Action Lists, Project List, Review Routine | Updated Task System, Weekly Focus, Next Actions |
Tagsno overlap | StartupLeanAssumptionsBusiness model | LeanStartupValidationMVP | ProductivityPlanningTasksExecution | ProductivityExecutionPlanning |