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| Criterion |  Product Strategy Lean Canvas |  Operations Process Mapping |  Operations After-Action Review |  Operations Gemba Walk |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 45-90 min | 1-3 h | 20-45 min | 30-120 min |
Participantsdifferent | 1-6 | 3-10 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Process Map, Handoff List, Improvement Backlog | Lessons learned, Action items, Event summary | Observation Notes, Improvement Ideas |
Tagsno overlap | StartupLeanAssumptionsBusiness model | ProcessOperationsImprovement | LearningOperationsImprovement | LeanObservationProcessOperations |