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| Criterion |  Innovation Lean Startup |  Operations Change Analysis |  Operations Kepner-Tregoe |
|---|---|---|---|
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 deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | Wochen bis Monate je Lernzyklus | 45-120 min | 2-8 h |
Participantsdifferent | 2-8 | 2-6 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | LeanStartupValidationMVP | ChangeRoot causeTroubleshootingComparison | Problem solvingRoot causeDecisionOperations |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
