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| Criterion |  Innovation Lean Startup |  Operations A3 Problem Solving |  Product Discovery Assumption Mapping |  Product Strategy Lean Canvas |
|---|---|---|---|---|
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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 45-90 min | 45-60 min | 45-90 min |
Participantsdifferent | 2-8 | 2-5 | 2-8 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | A3 Report, Action Plan, Root Cause Analysis | Assumption map, Test backlog, Risk ranking | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | LeanStartupValidationMVP | LeanProblem solvingCoachingOperations | AssumptionsRiskExperimentsValidation | StartupLeanAssumptionsBusiness model |