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| Criterion |  Product Strategy Lean Canvas |  Operations Time Blocking |  Operations Root Cause Tree Analysis |  Decision Making Pareto Analysis |
|---|---|---|---|---|
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 calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 45-90 min | 15-30 min Planung, laufend | 1-3 h | 30-60 min |
Participantsdifferent | 1-6 | 1 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Blocked Calendar, Capacity View, Focus Plan | Cause Tree, Evidence Notes, Countermeasures | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | StartupLeanAssumptionsBusiness model | PlanningTime managementFocus | Root causeTreeIncidentQuality | PrioritizationQualityFocusRoot cause |