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| Criterion |  Product Strategy Lean Canvas |  Decision Making Trade-off Analysis |  Innovation Lean Startup |  Decision Making Decision Matrix |
|---|---|---|---|---|
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 limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | 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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | 45-120 min | Wochen bis Monate je Lernzyklus | 45-90 min |
Participantsdifferent | 1-6 | 2-8 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | StartupLeanAssumptionsBusiness model | TradeoffsDecisionCriteriaOptions | LeanStartupValidationMVP | DecisionCriteriaScoringTradeoffs |