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| Criterion |  Innovation Lean Startup |  Operations Change Analysis |  Product Strategy Lean Canvas |  Operations 5 Whys |
|---|---|---|---|---|
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. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 45-120 min | 45-90 min | 15-30 min |
Participantsdifferent | 2-8 | 2-6 | 1-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Lean Canvas, Core Assumptions, Experiment Backlog | Root cause notes, Countermeasures |
Tagsno overlap | LeanStartupValidationMVP | ChangeRoot causeTroubleshootingComparison | StartupLeanAssumptionsBusiness model | Root causeIncidentLeanProblem solving |