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| Criterion |  Product Strategy Lean Canvas |  Operations Process Mapping |  Operations After-Action Review |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-90 min | 1-3 h | 20-45 min | 45-90 min |
Participantsdifferent | 1-6 | 3-10 | 3-12 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Process Map, Handoff List, Improvement Backlog | Lessons learned, Action items, Event summary | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | StartupLeanAssumptionsBusiness model | ProcessOperationsImprovement | LearningOperationsImprovement | LeanProblem solvingCoachingOperations |