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| Criterion |  Product Strategy Lean Canvas |  Operations Weekly Review |  Operations Root Cause Analysis |  Operations Getting Things Done |
|---|---|---|---|---|
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. | 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 45-90 min | 30-60 min | 1-4 h | 1-2 h Setup, laufend |
Participantsdifferent | 1-6 | 1 | 3-8 | 1 |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Updated Task System, Weekly Focus, Next Actions | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Action Lists, Project List, Review Routine |
Tagsno overlap | StartupLeanAssumptionsBusiness model | ProductivityExecutionPlanning | Root causeProblem solvingQualityIncident | ProductivityPlanningTasksExecution |