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| Criterion |  Innovation Lean Startup |  Decision Making DACI |  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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | Low | High |
Timedifferent | Wochen bis Monate je Lernzyklus | 30-60 min | 2-8 h |
Participantsdifferent | 2-8 | 2-10 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | DACI Matrix, Decision Owner, Decision Log | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | LeanStartupValidationMVP | DecisionRolesGovernanceAlignment | Problem solvingRoot causeDecisionOperations |
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