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| Criterion |  Innovation Lean Startup |  Operations A3 Problem Solving |  Innovation Design Thinking |  Innovation Design Sprint |
|---|---|---|---|---|
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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | Wochen bis Monate je Lernzyklus | 45-90 min | 1 Tag bis mehrere Wochen | 4-5 Tage |
Participantsdifferent | 2-8 | 2-5 | 4-10 | 5-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | A3 Report, Action Plan, Root Cause Analysis | Problem Statement, Prototype, Test Learnings | Prototype, Test Findings, Decision Rationale |
Tagsno overlap | LeanStartupValidationMVP | LeanProblem solvingCoachingOperations | InnovationPrototypeResearch | Design sprintPrototypeValidationInnovation |