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| Criterion |  Innovation Lean Startup |  Agile 4Ls Retrospective |  Product Discovery Assumption Mapping |  Product Discovery Learning Card |
|---|---|---|---|---|
Purposedifferent | 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 a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | The Learning Card connects traceable test results to a reasoned next action while keeping the limits of the insight visible. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 45–75 min | 45-60 min | 25-40 min |
Participantsdifferent | 2-8 | Team members involved | 2-8 | 1-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | 4Ls Board, Learning Themes, Improvement Actions | Assumption map, Test backlog, Risk ranking | Learning Card with evidence and next action |
Tagsno overlap | LeanStartupValidationMVP | RetrospectiveLearningReflectionTeam | AssumptionsRiskExperimentsValidation | ExperimentsValidationDiscoveryLearning |